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HomeMy WebLinkAbout2008-03-31 Workshop - Agenda and Reports.pdfDistrict of Maple Ridge COUNCIL WORKSHOP AGENDA March 31, 2008 10:30 am. Blaney Room, 1st Floor, Municipal Hall The purpose of the Council Workshop is to review and discuss policies and other items of interest to Council. Although resolutions may be passed at this meeting, the intent is to make a consensus decision to send an item to Council for debate and vote or refer the item back to staff for more information or clarification. REMINDERS March 31 Closed Council following Workshop Committee of the Whole 1:00 P.M. ADOPTION OF THE AGENDA MINUTES - March 17, 2008 PRESENTATIONS AT THE REQUEST OF COUNCIL UNFINISHED AND NEW BUSINESS 4.1 Corporate and Community Energy and Emissions Plan - Russ Haycock, Hyla Environmental Services Ltd. Staff report dated March 25, 2008 recommending that staff proceed with the development of a Corporate and Community Energy and Emissions Plan and apply for funding through the Federal Canadian Municipalities Green Municipal Fund. 4.2 Reserves Staff report dated March 25, 2008 providing an overview of the District's financial resources. Council Workshop March 31, 2008 Page 2 of 3 4.3 Emergency Management BC - Award of Grant Letter dated March 20, 2008 from W.H. (Wes) Shoemaker, Associate Deputy Minister, Ministry of Public Safety and Solicitor General informingthe District of Maple Ridge of the award of a grant for design and construction of a new drainage system and construction of a storm water pump station at or near the intersection of Wharf Street and Hazelwood Avenue. 4.3 Metro Vancouver - Process to Amend the Green Zone Letter dated March 19, 2008 received from Johnny Carline, Commissioner/Chief Administrative Officer, Metro Vancouver responding to a request from Maple Ridge Council to amend the Green Zone boundary. Staff report dated February .14, 2008 titled "Regional Growth Strategy and Livable Region Strategic Plan" attached. 5. CORRESPONDENCE The following correspondence has been received and requires a response. Staff is seeking direction from Council on each item. Options that Council may consider include: Acknowledge receipt of correspondence and advise that no further action will be taken. Direct staff to prepare a report and recommendation regarding the subject matter. Forward the correspondence to a regular Council meeting for further discussion. Other. Once direction is given the appropriate response will be sent. 6. BRIEFING ON OTHER ITEMS OF INTEREST/QUESTIONS FROM COUNCIL 7. MATTERS DEEMED EXPEDIENT 8. ADJOURNMENT Checked by: __________ Date: Council Workshop March 31, 2008 Page 3 of 3 Rules for Holding a Closed Meeting A part of a council meeting may be closed to the public if the subject matter being considered relates to one or more of the following: personal information about an identifiable individual whoholds or is being considered for a position as an officer, employee or agent of the municipality or another position appointed by the municipality; personal information about an identifiable individual who is being considered for a municipal award or honour, or who has offered to provide a gift to the municipality on condition of anonymity; labour relations or employee negotiations; the security of property of the municipality; the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure might reasonably be expected to harm the interests of the municipality; law enforcement, if the council considers that disclosure might reasonably be expected to harm the conduct of an investigation under or enforcement of an enactment; litigation or potential litigation affecting the municipality; an administrative tribunal hearing or potential administrative tribunal hearing affecting the municipality, other than a hearing to be conducted by the council or a delegate of council the receiving of advice that is subject to solicitor-client privilege, including communications necessary for that purpose; information that is prohibited or information that if it were presented in a document would be prohibited from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act; negotiations and related discussions respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public; (I) discussions with municipal officers and employees respecting municipal objectives, measures and progress reports for the purposes of preparing an annual report under section 98 [annual municipal report] a matter that, under another enactment, is such that the public may be excluded from the meeting; the consideration of whether a council meeting should be closed under a provision of this subsection of subsection (2) the consideration of whether the authority under section 91 (other persons attending closed meetings) should be exercised in relation to a council meeting. information relating to local government participation in provincial negotiations with First Nations, where an agreement provides that the information is to be kept confidential. 4 Ir1I11IiIc1 District of Maple Ridge Deep Roots Greater Heights TO: His Worship Mayor Gordon Robson DATE: March 25, 2008 and Members of Council FROM: Chief Administrative Officer ATTN: Council Workshop SUBJECT Corporate and Community Energy and Emissions Plan EXECUTIVE SUMMARY: In November 2007, Council endorsed a sustainability action plan identifying 19 short to medium term initiatives to help the District become a more sustainable community. Since that time, a 20th item has been added to acknowledge employee-driven, workplace-related actions. This report addresses two of the 20 initiatives: (1) develop an inventory of corporate greenhouse gas emissions; and (2) establish targets for achieving carbon neutrality. RECOMMENDATION(S): That staff proceed with development of a Corporate and Community Energy and Emissions Plan; That staff apply for funding through FCM'sGreen Municipal Fund. DISCUSSION: a) Background Context: In the spring 2007, Council revised the Corporate Strategic Plan to more explicitly address sustainability. In September and October, over 50 staff across all departments and at all levels worked with The Sheltair Group. The process helped to identify a list of over 100 initiatives, programs and policies already in place that are helping the District become a more sustainable community. The process also identified gaps and opportunities in our current practices and established a set of 19 short and medium term initiatives the District could begin to take action on immediately, and most of these items are currently in progress. The first sustainability initiative is to develop an inventory of corporate greenhouse gas emissions. An inventory will determine the carbon footprint of municipal operations, setting a baseline against which emission reduction efforts can be measured. This work is essentially done, and one purpose of this report is to introduce Russ Haycock, Hyla Environmental Services Ltd., who will present the preliminary findings of this inventory work. The second sustainability initiative is to establish targets for achieving carbon neutrality. A forecast of municipal emissions and interim targets will need to be developed and integrated into a "Corporate" Energy Plan to identify further actions for implementation. The consideration of both emissions and cost data is essential to determine where to invest energy reduction capital funds and efforts. 4.1 The second initiative also specifies the development of a "Community" Energy Plan. The Ministry of Environment is currently developing energy and emissions data for all communities in BC. Ideally an integrated plan addressing both corporate and community emissions should be considered simultaneously. Municipal Council has direct influence over corporate emissions, and community emissions can be influenced through development and infrastructure policies and bylaws. Desired Outcome: The desired outcome is a comprehensive corporate and community energy and emissions plan that identifies short-, medium- and long-term actions for implementation, tracks and monitors progress, and is reviewed regularly to provide guidance for the District's efforts to reduce emissions and energy consumption. Strategic Alignment: The emissions inventory and energy plan are both specified actions in Council's sustainability action plan, and will help move the District towards becoming carbon neutral. Citizen/Customer Implications: Reducing emissions equates to reducing energy consumption. The future cost of energy is unknown but will likely continue to rise. Efforts to reduce consumption will likely translate into lower property taxes, recreation admissions, and other forms of full or partial cost recovery. In some cases these savings will require up-front capital investments. An energy and emissions plan will ensure the money is invested in the highest payback initiatives. The community energy and emissions plan may result in policies that have an impact on the community. For this reason, public participation should be considered an essential element of the development process. Interdepartmental Implications: The majority of the emissions inventory development work has already taken place, with a draw on staff from the sustainability area, facilities and parks management, property management and operations. Development of an energy and emissions plan will require further efforts of these staff. I') Business Plan/Financial Implications: A substantial amount of grant funding is being pursued in support of these initiatives. The two initiatives together will cost a total of approximately $70,000, including energy audits of our facilities. • $10,000 in grant funding has been approved through the Ministry of Community Services (M CS); • $10,000 in additional grant funding has been requested from the MCS; • Up to $35,000 will be requested through FCM's Green Municipal Fund; • More than $8,000 may be available from BC Hydro for building audits. Any remaining amounts are available through the existing financial plan for sustainability initiatives. g) Alternatives: The District will continue to grow, increasing both corporate and community emissions. Funding opportunities are increasingly tied to demonstrated efforts to reduce emissions. Failing to develop a plan would not be in the District's best interest. An alternative would be to limit the plan to municipal operations, which would save about $20,000 on the overall project cost, but would disqualify the project from potentially $35,000 in FCM funding. CONCLUSIONS: Council's sustainability action plan called for a corporate energy and emissions inventory. This work is essentially complete and will be presented to Council. The next step is to proceed with an energy and emissions plan, the recommended scope being for both municipal operations and the community, to be funded primarily through grants. Prepared by:,z Laura Benson, CMA Manager of Sustainability and Corporate Planning 1 - Ic Concurrence: J.L. (JimRule Chief Administrative Officer Attachment to follow March 31, 2008: Preliminary 2007 Corporate Energy and Emissions Inventory •r! J1 11IiIe1 District of Maple Ridge Deep Roots Greater Heights TO: His Worship Mayor Gordon Robson DATE: 25-March-2008 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: Council Workshop SUBJECT Reserves EXECUTIVE SUMMARY: This report is intended to provide an overview of the District's resources. They are grouped into 4 categories: accumulated surplus, the cumulative balance of revenues in excess of expenditures; reserve funds, accounts established by bylaw for specific purposes; reserve accounts, discretionary appropriations of surplus and restricted revenues, monies collected from others for which we are obligated to provide specific services. The amounts on schedule "A" reflect the recommended allocations of 2007 General Revenue surplus, presented to the Audit & Finance Committee on March 17th. At the end of 2007 our accumulated surplus, reserve funds & accounts totaled $56.1 million and we had a further $40.86 million in restricted revenues. RECOMMENDATION: Receive for Information DISCUSSION: The District of Maple Ridge has substantial resources that have been summarized on the attached Schedule "A". Some of these resources are subject to guidelines in the Community Charter, while others are not. The resources can be categorized as follows: Accumulated Surplus The District's business is comprised of three major cost centers: General Revenue, the Sewer Utility & the Water Utility. Revenues in excess of expenditures for each cost centre flow to the accumulated surplus balance. The accumulated surplus balance at the end of 2007 is $9.86 million, of which $7.19 million relates to the sewer & water utilities. As part of Council's rate stabilization policy the surplus balances in the utilities have been used to mitigate the impact of regional rate increases. Reserve Funds Reserves funds are established by bylaw and hold financial assets for specific purposes, typically for capital investment. Once a reserve fund has been established, the funds in it can only be used for the purpose for which it was established, and the expenditures must be authorized in the Financial Plan Bylaw. 4.2 The following provides a brief summary of the District's reserve funds. I). Local Improvement The balance in this fund is comprised primarily of monies returned to us by the Municipal Finance Authority (MFA), when debt was retired for which sinking fund monies were held. These funds are intended to be used for capital purposes. Equipment Replacement Each year we transfer monies to this reserve in recognition of the fact that equipment in use today will need to be replaced in the future. Capital Works The Capital Works reserve provides for future capital expenditures. Each year 1% of general taxation is credited to this account along with fixed transfer amounts of approximately $225,000 as well as 75% of the proceeds from land sales. Fire Department Capital Each year 2% of general taxation is credited to this reserve. This fund is intended to help with the provision of fire protection facilities as the community continues to grow. Sanitary Sewer This fund resulted from surpluses on sanitary sewer projects in previous years and is available for use on current and future sanitary sewer projects. Land This reserve receives 25% of the proceeds from land sales and is used for land acquisitions. Capital Fund Deficiency Certain capital works in progress are held in this account until they are finished and funded by the permanent funding source, indentified prior to the start of the project. 3. Reserves Accounts Reserve accounts are discretionary appropriations of surplus, established to meet business needs. They can be established or dissolved as Council directs to ensure that identified business needs are met and risks are managed appropriately. The following provides a brief summary of the District's reserve accounts: I). Committed Projects (capital & operating) This represents items approved by Council in prior years that were not completed, but are still deemed necessary. The amounts in these reserves have increased by $2.9 million over 2006. Some the key items driving this increase include a provision for labour contract settlements ($600K), succession planning initiatives ($570K), Blaney Bridge replacement ($100K) asset inventory & valuation ($100K), MRSS track improvements ($400K), downtown renewal ($500K) and the Whonnock Lake weir project ($200K). ii). Self Insurance In order to control insurance premium costs we have relatively high deductibles and have chosen to self-insure many events. This reserve account provides funding for insurance deductibles and for self-insured claims. Protective Services This reserve was established a number of years ago to fund one-time protective services initiatives (capital or operating). As per policy, 50% of ROMP contract savings are transferred into this reserve each year. In 2008 funding for the BIA security initiative & the Community Safety Office pilot program will be provided from this reserve. Building Inspections This account is designed to allow us to deal with the impact of an unexpected reduction in building permit revenues. Over the last ten years building permit revenues have averaged between $1 & $1.5 million annually. In 2006 & 2007 revenues were substantially higher than this as a result of brisk development activity in the community and a portion of the favourable revenues were transferred to this reserve ($340K in 2007). We rely on the revenues from building permits to support our operations and should development activity and the related revenues drop this reserve would provide the capacity to sustain service levels in the short term. Gravel Soil removal fees are credited to this account each year. It is intended to assist with minor infrastructure repair that may be required as a result of soil removal activities. Infrastructure Sustainability This reserve was established in 2007 with an initial transfer of $200K in recognition of the need to build the capacity to maintain our growing infrastructure in the future. The replacement cost of our infrastructure is estimated at $1.3 billion and the level of annual maintenance and rehabilitation spending required to maintain that infrastructure is over $40 million. Our actual expenditures are about $7 million, meaning there is a $33 million gap between what we should be spending and what we are spending. This reserve was established to begin building the capacity necessary to close that gap. Starting in 2008 1% of taxation will be directed to this reserve. Critical Building Infrastructure This reserve was established in 2006 in recognition of the need to provide for emergency or irregular items associated with facility maintenance. Facilities, such as the ROMP building, Municipal Hall, & the Leisure Centre were constructed at approximately the same time; consequently some of the building infrastructure, such as the boilers, will likely need to be replaced at the same time. These are costly to replace and our existing lifecycle budget does not have the capacity to provide for these replacements. This reserve is intended to provide the necessary capacity without having to defer other planned facility infrastructure maintenance. Snow Removal This reserve is intended to ensure that the District has the financial capacity to respond to costs associated with higher than normal snowfall without the need to curtail other services. Our annual budget for snow removal is approximately $185K and in each of 2006 and 2007 actual costs for snow removal exceeded this amount. Since the reserve was established in 1999 the balance has remained at $200K; in order to recognize inflationary pressures & the increased costs associated with changing weather patterns the balance in this reserve was increased by $150K in 2007. The resources listed above represent the District's financial assets and do not include natural resources such as gravel deposits or lands, such as our Silver Valley Land holdings. 4. Restricted Revenues Restricted revenues are monies collected from others for which we are obligated to provide specific works. Due to the restrictions on their use these monies are reported as a liability until the specific works are undertaken. The following provides an overview of the District's restricted revenues: Development Cost Charges These funds are collected from the development community and are used to assist in funding the infrastructure requirements resulting from development. The DCC bylaw that indentifies development driven infrastructure needs & sets the related rates recently underwent a major amendment, incorporating a new methodology for rate calculation and bringing rates more in line with current construction costs. Parkland Acquisition (ESA) Monies paid by the development community that are used to acquire environmentally sensitive areas, such as lands required for watercourse protection. In 2007 land acquisitions along the North Alouette in partnership with Metro Vancouver for a regional park and property adjacent to Davidson's Pool were funded from this source, exhausting the balance. Collections expected in 2008 will begin to rebuild this funding source. Downtown Parking Facilities To be used for the provision of parking in the downtown area. Developer Specified Projects Charges collected from the development community to assist with the provision of certain infrastructure works. CONCLUSIONS: The above report and attached schedule are intended to provide an overview of the District's financial resources. At the end of 2007 our accumulated surplus, reserve funds & accounts total $56.0 million and we have a further $40.86 million in restricted revenues. Much of this amount is held for capital investment in the community. Not included in these amounts are natural resources such as gravel deposits and land, such as our holdings in Silver Valley. Prepared by: Catherine Nolan, CGA Manager of Accounting Approved by: Paul Gill, CGA GM _ CorPorate&yina ncia I Services Concurrence: J.L. (Jim Rule Chief Administrative Officer ACCUMULATED SURPLUS General Revenue Sewer Revenue Water Revenue RESERVE FUNDS Local Improvement Equipment Replacement Capital Works Fire Dept Capital Sanitary Sewer Land Capital Fond Net Reserve Foods GENERAL REVENUE RESERVE ACCOUNTS Carry Forwards - Capital Carry Forwards - Operating Self insurance Protective Services Core Recycling Community Development Building inspections Gravel Extraction Neighbourhood Improvements Snow Removal Youth Centre Facility Lifecycle Cemetery Maintenance Service Severance Landfill Infrastructure Sustainability Critical lirfiastructure WATER & SEWER RESERVE ACCOUNTS 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 $ 2,673,416 $ 2,442,301 $ 4,203,057 $ 2,427,032 $ 9,115,278 $ 5,608,328 $ 5,170,866 $ 4,777,031 $ 3,595,115 $ 3,081,283 $ 3,737,315 $ 3,401,602 $ 4,021,712 $ 5,514,958 $ 7,662,167 $ 8,419,480 $ 9,020,906 $ 9,343,162 $ 5,432,249 $ 5,263,237 $ 3,452,433 $ 3,353,988 $ 2,846,785 $ 2,976,257 $ 3,599,484 $ 3,572,771 $ 3826,317 $ 2,770,453 $ 1,973,505 $ 2,274,860 $ 9,863,164 $ 9,197,891 $ 11,071,554 $ 10,918,247 $ 16,376,929 $ 17,600,579 $ 18,018,089 $ 16,890646 $ 11,000,869 $ 10,619,380 $ 1,973,590 $ 1,771,407 $ 1,630,531 $ 1,422,250 $ 1,062,373 $ 857,163 $ 771,985 $ 1,075,820 $ 76,578 $ 348,526 $ 8,049,670 $ 7,095,537 $ 5,918,359 $ 5,430,794 $ 4,856,072 $ 3,899,599 $ 3,533,790 $ 3,205,339 $ 2,608,561 $ 2,362,523 $ 9,055,490 $ 10,600,326 $ 10,393,493 $ 9,478,427 $ 4,165,963 $ 5,009,161 $ 7,794,488 $ 6,571,103 $ 14,680,728 $ 11,891,498 $ 7,140,170 $ 6,775,809 $ 6,050,724 $ 5,472,814 $ 4,898,565 $ 3,985,330 $ 3,788,435 $ 3,366,300 $ 2,997,810 $ 2,510,727 $ 1,390,549 $ 1,372,742 $ 2,376,005 $ 2,301,374 $ 2,231,852 $ 2,153,275 $ 2,077,589 $ 1,972324 $ 1,899,749 $ 1,814,911 $ 268,712 $ 256,768 $ 463,331 $ 377,029 $ 911,160 $ 544,724 $ 1,250,819 $ 1,197,881 $ 1,092,711 $ 825,575 $ 27,878,181 $ 27,572,589 $ 26,832,443 $ 24,482,688 $ 18,125,985 $ 16,449,252 $ 19,217,106 $ 17,389,167 $ 23,356,137 $ 19,753,760 -$ 72,820 $ 393,749 -$ 1,638,163 -$ 1,033,061 -$ 2,792,681 -$ 2,400,606 -$ 8,296,942 -$ 14,134,857 -$ 7,735,355 -$ 6,377,048 8 27,805,361 $ 28,266,338 $ 25,194,280 $ 23,449,627 $ 15.333,304 $ 14,048,596 $ 10,920,164 $ 3,254,310 $ 15,620,782 $ 13,376,112 8 4,152,968 $ 3.344,791 $ 3,615,454 $ 3,844,648 $ 3,256,914 $ 2,833,491 $ 5,059,408 $ 4.053,166 $ 4,268,687 $ 7,021,839 $ 3,701,663 $ 1,607,441 $ 1,304,871 $ 1,385,593 $ 1,794,343 $ 922,602 $ 787,729 $ 11,019 $ 676,264 $ 676,265 $ 403,691 $ 550,474 $ 581,148 $ 630,654 $ 558,094 $ 1,858,021 $ 1.979,364 $ 1,504,580 $ 1.248,979 $ 559,107 $ 103,148 $ 31,446 $ 29,883 8 28,416 $ 27,132 $ 970.325 $ 620,938 $ 835,713 $ 1,072.802 $ 1.526,760 $ 2,655,519 8 2,861,989 $ 9,698,338 $ 188.521 $ 180,000 $ 1,618,549 $ 1,428,698 $ 1,301,754 $ 1,149.400 $ 819.623 $ 716,873 $ 554,773 $ 741,125 8 613,839 $ 444.850 $ 1.134 $ 1.092 $ 1,053 $ 1,020 $ 989 $ 955 $ 921 $ 60,918 $ 1.025.314 $ 1.060.890 $ 968,034 $ 457,461 $ 441,590 $ 427,730 $ 414,812 $ 439.505 $ 424,045 $ 402,963 $ 480,404 $ 460,386 $ 496,450 $ 482.519 $ 475,263 $ 442.898 $ 420.473 $ 413.739 $ 391.359 $ 468,917 $ 415,776 $ 321.290 $ 56,571 $ 54,525 $ 52,634 $ 50,982 $ 49,441 $ 47.701 $ 46,022 $ - $ 74,353 $ 76,613 $ 350,000 $ 200,000 $ 200,000 $ 200.000 $ 200,000 $ 200,000 8 200,000 $ 200,000 $ 200,000 $ 8,535 $ 8.535 $ 11.010 $ 41,500 $ 41,500 $ 41.500 $ 21.500 $ 20.000 $ 89,519 $ 87.187 $ - $ 74.106 $ - $ - $ 19.443 $ - $ 430,436 $ 709.041 $ 103,224 $ 139,347 $ 117,821 $ 102,263 $ 133,168 $ 137,999 $ 35.230 $ 650 $ - $ - 8 63.630 $ 63,630 $ 63,630 $ 63.630 $ 63,630 $ 63.630 $ 430,595 $ 430.595 $ - $ - $ 39.389 $ 200.000 $ 501,023 $ 518,794 $ 15,998.618 $ 11,718,421 $ 9,936.388 $ 10,781,815 $ 9,957.030 $ 8.057,751 $ 10,260,240 $ 16,320,338 $ 8,786,995 $ 11,330.119 $ 2,372.086 $ 2,471,009 $ 2,616,475 $ 2.354,456 $ 1,792,092 $ 1,513.600 $ 1.980,213 $ 2,196,170 $ 1,920,109 $ 153.785 Schedule 2 Total Reserves & Accumulated Surplus Less: Debenture Debt Core Liabilities Net Financial Assets (Debt) RESTRICTED REVENUES Development Cost Charges Parkiand Acquisition Downtown Parking Facilities Developer Specified Projects Total Restricted Revenues $ 56,039,229 $ 51,653,659 $ 48,818,697 $ 47,504,145 $ 43,459,355 $ 41,220,526 $ 41,178,706 $ 38,661,464 $ 37,328,755 8 35,479,396 -$ 176,702 -$ 409,813 -8 2,396,197 -8 3,550,429 -$ 3,767,690 -S 5,317,072 -$ 7,157,615 -$ 9,701,007 -$ 11,776,508 -8 13,446,788 -$ 45,667,327 -$ 47,327,599 -8 47,381,647 -$ 48,209,639 -$ 30,477,445 -$ 30,841,556 -$ 20,042,775 -$ 6,356,280 $ 10,195,207 $ 3,916,247 -$ 959,147 -$ 4,255,923 $ 9,214,220 $ 5,061,898 $ 13.978.316 $ 22.604,177 $ 25,552,247 $ 22,032,608 $ 36.704.662 $ 31.047,111 $ 21,796,131 $ 18,966,755 $ 19.814.130 $ 17.093,249 $ 11,263.800 $ 8,613.116 $ 9,957,412 $ 9.778.058 $ - $ 1.717,500 $ 1.647,870 $ 1.522.399 $ 1.244.958 $ 916.340 $ 957,866 $ 823,751 $ 3,493,494 $ 3,262,359 $ 134.695 $ 129.821 $ 125.318 $ 121.388 $ 117,721 $ 113,578 $ 109,554 $ 104,136 $ 99,028 $ 57,125 Note 11 $ 4,026.358 $ 3.805.309 $ 3,683.077 $ 3.401,177 $ 2,973,737 $ 2,877,685 $ 2,703,684 $ 2.776,309 $ 2,534.241 $ 2.543.121 $ 40.865.715 $ 36,699.741 $ 27,252.396 $ 24.011,719 $ 24,150.546 $ 21,000,852 $ 15,034.934 $ 12.317.312 $ 16,084,175 $ 15.640,663 i" Emergency BRITISH K COLUMBIA ivianagement March 20, 2008 District of Maple Ridge 11995 Haney Place Maple Ridge BC V2X 6A9 Attention: Jim Rule Dear Mr. Rule: I am pleased to inform you that the District of Maple Ridge has been awarded a grant in the amount of $603,030.00 for design and construction of a new drainage system and building a storm water pump station (protected from flooding by a berm) at or near the intersection of Wharf Street and Hazelwood Avenue. A cheque for that amount will follow. We support this important initiative and would appreciate receiving project updates and any relevant photographs. Yours sincerely, W. H. (Wes) Shoemaker Associate Deputy Minister PC. Tina Neff BG UYEARS The Best Place on Earth Ministry of Public Safety Flood Protection Program Mailing Address: Location: and Solicitor General Emergency Management BC PC Box 9223 SIN PROV GOVT 2nd Floor —525 Fort Street Victoria BC V8W9J1 Victoria BC V8W 1 E Telephone: 250 953-4006 Facsimile: 250 953-4081 4.3 MAR 20 2008 15:22 FR OLJRD P—P 10TH FLOOR 604 451 6671 TO 96044677329 P.02/02 4330 Kingsway, Burnaby, BC, Canada VSH 4G8 604-432-6200 www.metrovaflc0UVer.org METRO VANCOUVER Greater Vancouver Regional District Greater Vancouver Water District Greater Vancouver Sewerage and Drainage Dittricr Greater Vancouver Housing Corporation Office of the Commissioner/Chief Administrative Officer Tel. 604 432-6210 Fax 604 451-6614 March 19, 2008 File: CR-I 6-01-MRI Ms. J. Pickering Director of Planning District of Maple Ridge 11995 Haney Place Maple Ridge, BC V2X 6A9 Dear Ms. Pickering: Re: Process to Amend the Green Zone Thank you for your letter of February 25, 2008. The Metro Vancouver Board at its meeting of March 16, 2007 received a request from Maple Ridge Council to amend the Green Zone boundary. The Board resolved to consider the properties as part of the Regional Growth Strategy review. The Board is seeking to conclude the Regional Growth Strategy review process in 2008 but the timing will depend on many factors. It remains an option available to Maple Ridge Council to request the Metro Vancouver Board to consider a proposal under the Regional Growth Strategy Exemption Regulation process approval by the Province in November 2007. Council has the choice to submit some or all of the "Starred Properties" to be considered under the Regional Growth Strategy Exemption Regulation. There appears to be no technical impediment for the Board to proceed with both processes simultaneously. With regard to a refusal under one process hampering an application under the other process, if Maple Ridge Council decides to proceed with the Regulation option and it is refused, there appears to be no technical reason why the application could not be then considered by the Board under the Regional Growth Strategy Review process. I hope this resolves your questions but please call Hugh Kellas at (604)432-6380, if you would like to discuss the matter further. Yours truly, 4!! ~-T 4 ~ ~ ~' ~ F EW Johnny Canine Commissioner/Chief Administrative Officer MAR 25 2008 Jc/HK/d MAPLE RiDGE ..NNNGDEPATMENT 004604928 4.4 :MAPLE RIDGE DISTRICT OF MAPLE RIDGE TO: His Worship Mayor Gordon Robson DATE: February 14, 2008 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: Workshop SUBJECT: Regional Growth Strategy and Livable Region Strategic Plan Amendment PURPOSE: On December 10, 2007 Council directed that a staff report be prepared discussing the recently enacted Provincial Order in Council relating to the Livable Region Strategic Plan and the effects of this Order on the municipality (R/07-587). The following report provides an overview of recently passed Provincial Order in Council regarding the Greater Vancouver Regional District Regional Growth Strategy Exemption Regulation, and the effects that the Order may have on requests to amend the Green Zone. Also included in this report are options relating to the Official Community Plan "starred" properties. RECOMMENDATION: That the report "Regional Growth Strategy and Livable Region Strategic Plan Amendment" dated February 12, 2008 be received as information, and that direction be provided to staff regarding the preferred option for addressing the properties forwarded to Metro Vancouver in 2006. BACKGROUND: On July 11, 2006 Council gave first reading to the proposed Official Community Plan (Bylaw 6425- 2006) and referred the Bylaw to Public Hearing. Council also directed that a letter be sent to the GVRD (Metro Vancouver) to amend the Livable Region Strategic Plan, for properties identified with a "star" on the Generalized Land Use Schedule (refer to Map attached). Following the Public Hearing, a certified copy of the Council Resolution and map identifying the properties subject to the request for amendment to the LRSP were forwarded to the GVRD. On March 16, 2007 the GVRD Board gave consideration to the February 21, 2007 Policy and Planning Department staff report regarding the District's request to amend the Green Zone map of the LRSP. The Board resolved to refer Maple Ridge's request to amend the Green Zone to the regional growth strategy review. On October 26, 2007 the Metro Vancouver Board requested an interim Provincial Order in Council to enable the Board to amend Metro Vancouver's Regional Growth Strategy where such amendments: • Involve changes to regional land use designations within a specific municipality; • Are supported by the affected municipality; • Are supported by at least two-thirds of weighted Board votes in favour. On November 22, 2007, the Province passed Order in Council 768 - Greater Vancouver Regional District Regional Growth Strategy Exemption Regulation. This Order In Council allows the Metro Vancouver Board to amend the LRSP Green Zone where "in the opinion of the Board, the amendment is consistent with protecting Greater Vancouver's natural assets". The Order In Council is only intended to be an interim measure for the Board during the LRSP review. 4.4 On December 10, 2007 Maple Ridge Council directed that a report on the Livable Region Strategic Plan, the amending formula, and its effects on the municipality be brought before Council. DISCUSSION: As noted above, in 2006 the District of Maple Ridge requested an amendment to the LRSP for the starred properties identified on the Official Community Plan Land Use Schedule B. In March 2007, the Board considered this request and referred the matter to the Livable Region Strategic Plan review. For information, on February 11, 2008 the Corporation of Delta Council gave consideration to a staff report to create a new residential community with an upgraded and lengthened golf course (194 bareland strata duplex and single family, 243 apartment units). The Council resolved to request that the Metro Vancouver Board amend the Livable Region Strategic Plan by removing 55.4 ha (137 acres) from the Green Zone. This resolution from Delta represents the first request to amend the Green Zone using the recently enacted Order in Council. Options: The recently passed Order in Council presents Council with two options pertaining the District's previous request. Those options are as follows: Status Quo - "Starred" Properties are Considered as a Component of LRSP Review As noted earlier in this report, the Metro Vancouver Board referred the earlier request for consideration of the removal of the 'starred" properties from the Green Zone, to the Livable Region Strategic Plan review. Unless a new Resolution is submitted to the Board relating to these properties, they will continue to be considered as a component of that review. While the timing for the adoption of a new Regional Growth Strategy is unknown, it is estimated that the new plan may not be adopted until 2009, noting that the Strategy must be accepted by all affected local governments before it can be adopted. Should this option be preferred, no further action by the District is required. Consideration Subject to OlC Amending Formula As an alternative to considering the "starred" properties as a component of the LRSP review, Council may wish to pursue the Green Zone amendments subject to the newly adopted Order In Council. This option would require that the District of Maple Ridge pass a Council Resolution requesting that the Board of Metro Vancouver initiate an amendment to the LRSP Green Zone, in accordance with Provincial Order In Council 768. The timing of an amendment utilizing the Order In Council is anticipated to be a minimum of 6 months, and the voting procedure for the Metro Vancouver Board would be a two-thirds (2/3rds) weighted Board Vote. WM Should this be the preferred option, a separate staff report would provide context to each of the "starred" properties previously forwarded to Metro Vancouver. Council would then by Resolution reaffirm the properties that are supported for removal from the Green Zone, and would forward a request to the Metro Vancouver Board requesting that these properties be considered for removal from the Green Zone, under the new Amending Formula. SUMMARY: This report provides an overview of the recently adopted Order In Council and identifies the effects that the enactment has on the District of Maple Ridge. The report identifies two options pertaining to the OCP identified "starred" properties: "Status Quo - Starred Properties are considered as a component of the LRSF review", and "Consideration Subject to the 010 Amending Formula". Staff are seeking direction from Council regarding the preferred option. (/i - LL t Q Prepared by Christine Carter, M.PI, M.C.LP Man rCornmunftyPlanning M.C.I.P DI ec ? or of ~ Approved by: Frank Quinn, M.B.A., P. Eng. r GM: Public Works & Development Services 1. Concurrence: J. L. (Jim) Rule Chief Administrative Officer -3- -I- P2(I1I!IIL. Is [Mal •!1luuu IIII uI jrtw Iffi-- _ III, I •'; p Il __ •' :.: Properties for Metro Vancouver Board Consideration MAP 1 oil CORPORATION OF THE DISTRICT OF MAPLE RIDGE PLANNING DEPARTMENT SCALE II, DISTRICT OF Agenda Item: 4.4 MAPLE RIDGE Council Workshop Meeting of: February 18, 2008 That staff be directed to discuss with Metro Vancouver if both options outlined in the staff report dated February 14, 2008 can be actioned concurrently. CA XRD DEFEATED DEFERRED "Gordon Robson" MAYOR ACTION NOTICE TO: - Chief Administrative Officer - Executive Director - Mgr - Economic Development Gen Mgr - Corporate & Financial RCMP Fire Chief - Dir - Finance - Chief Information Officer - n Mgr - Public Works & Developmen • Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - Corporate and Development En - Dir - Engineering Operations - Dir - Project Engineering - Gen Mgr - Corn. Dev. & Rec. Services - Dir - Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire - Diana Dalton - Amanda Allen - Amanda Gaunt - Karen Kaake The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. February 18, 2008 )q6,J Date Corporate Officer MAPLE RIDGE I British tufa Deep Roots Greater Heights District of Maple Ridge TO: His Worship Mayor Gordon Robson DATE: 20080327 and Members of Council FILE NO: FROM Chief Administrative Officer ATTN: Council Workshop SUBJECT Nightingale House Proposal EXECUTIVE SUMMARY: The attached request has been received from the Canadian Mental Health Association - Simon Fraser Branch for a letter of support from Council for the above noted project. The timing of Council's consideration of this request is important in that a major funder requires the proposal on or before March 31st. Of course this has meant the proposal has not had the benefit of a review by the Social Planning Advisory Committee or by the agencies involved in the Child, Youth and Family Network. Having said that staff have reviewed the attached material and have followed up with the Association Executive Director, Mr. Rodney Baker, to obtain clarification on a number of points and are prepared to recommend the following to ensure the opportunity can be pursued: RECOMMENDATION(S): That a letter be forwarded to the Canadian Mental Health Association - Simon Fraser Branch offering the District's support in principle to the concept of the Association establishing a women's only supportive housing project with a focus on assisting clients to develop the required life and parenting skills to help them on the road to repatriation with their children, noting that a variety of partnerships and details need to be worked out in advance of the program being delivered. DISCUSSION: a) Background Context: The attached information is provided as background. In addition the Executive Director, Mr. Rodney Baker, has confirmed the following: - The Association has several successful contracts with both Fraser Health and with the BC Housing Authority throughout the region. - The Association has experience working with clients who have both mental health and addiction issues. - The Association will work toward a 24/7 model of on site supervision based on funding availability. The current model provides supervision 12 hours per day with the House Manager on call outside of those times. It should be noted that 24/7 support is a standard which has been identified as most suitable for clients at the stage of recovery defined in the proposal, and the Association will be looking to achieve that goal given funding availability. - The Association requires that its staff hold a minimum level of qualification of a diploma in an appropriate discipline as well as two years work experience in the field. 4.4 - The Association is committed to becoming involved in the Child, Youth and Family Network and will be attending meetings shortly to be introduced to the group and review their proposal. - A minimal number of clients are likely to be self referred with the majority referred by other agencies. - 75% of the counseling and training will be provided by outside agencies (to be confirmed) Of course the Municipality has a previous and continuing relationship with the Association through Sheppard House. The Association also runs two other houses in Maple Ridge, one of which they own. b) Desired Outcome(s): The desired outcome is the provision of a supportive housing environment focusing on women who need assistance in obtaining the required life skills and parenting skills necessary to be repatriated with their children. The Associations previous outreach work has confirmed the need for this specific type of service and the community in general has identified a shortage of housing for special needs clients. C) Strategic Alignment (as appropriate): The project will address issues of safety and livability for the clients involved as well as the community in general to the extent that the cycle of addiction and family dysfunction for those clients can be broken. d) Citizen Implications: As noted in the proposal there have been no police or other disturbances in the neighbourhoods where Canadian Mental Health have been operating similar facilities. Since the maximum number of beds involved is five there are no zoning or licensing issues involved. CONCLUSIONS: The Canadian Mental Health Association Simon Fraser Branch has prepared a proposal for funding by BC Housing with whom they have had a previous relationship of successful projects in Maple Ridge. Although there are some details which require further work (such as the level of supervision, identifying and confirming the partnering agencies, etc.) it is felt to be appropriate to provide a Municipal endorsement in principle, particularly in light of the opportunity and the requirement for an immediate application. tJ red by: Mike Murray . General Managep' mmdnity Development, Parks and Recreation Concurrence: J.L. (Jim) Rule Chief Administrative Officer / MWM CANADIAN MENTAL HEALTH ASSOCIATION ASSOCIATION CANADIENNE POUR LA SANTE MENTALE SIMON FRASER BRANCH 609 4" Avenue New Westminster BC V3M 1 S3 Phone: 604 515 8080 Fax: 604 524 2879 Website: http://www.simonfraser.cmha.bc.ca/ LJriid W!J of the Lower Meirtler,d Serving the communities of New Westminster, Tri Cities, Maple Ridge, & Pitt Meadows This description of the proposed recovery facility, Nightingale House, is written with the hope that Maple Ridge City council will be able to write a letter of support, which would enhance the possibility of BC Housing supplying the funding for this CMHA Simon Fraser Branch initiative. The Rationale for Nightingale House: Data from our current outreach service recorded a gap in services for women wishing to resume their roles as mothers. While this is not the only gap in the continuum of service for Maple Ridge clients, it is felt to be one of the more crucial initiatives as it proposes to support mothers getting their children back. Thus each mother helped, has the knock-on benefit of also helping her children; a vulnerable population who will grow to be the future citizens of this municipality. In the last year, our outreach service identified 25 mothers with an aggregate of 40 children could have used this facility. They were either not placed or were placed outside the community. Canadian Mental Health Association- Simon Fraser branch has been providing services to marginalized populations since 1958. The provision of Housing Services is our main focus. In Maple Ridge we currently run three transition house facilities and an outreach service. Some of the clients in these houses have co-occuring disorders. (mental health and addiction challenges) These houses are single family dwellings in "normal" neighbourhoods. To date we have had no police or other incidents which have been detrimental to public safety. Residents of Nightingale house would participate in treatment programs both in and out of the house: these would comprise of individualized treatment plans formulated on intake and would consist of,12-step programs, group therapy, video and oral presentations, written and reading assignments, parenting skills, relationship skills, employment skills, and medical support as needed. The program would provide a therapeutic community of structure, safety, support and learning. Nightingale House, would be run by Heather Steele, our current outreach coordinator, well known in the community for her ability to work with addiction clients. Not only does Heather have training and nine years experience in the field of helping people with addictions, she is passionate about this cause, as she is herself a mother of five, and believes in the benefits of uniting mothers with their children. Description of the Clients: All clients would be mothers who have children aged between 0-16, who wanted to resume their roles as mothers. They would all abide by the house rules. EG Must collaborate in forming and abiding by an individual recovery plan. Not be in active addiction, so would have attended detox and would be expected to stay no longer than 6 months. No overnight guests would be allowed and no drugs or alcohol on the premises. Referral Process: Referrals would be from any agency that had women who qualify or by self referral. Staffing: Staffing levels and the budget are attached. Licensing: As with our other facilities, licensing is not planned at this time for this facility Prepared by Rodney Baker. Executive Director CMHA- Simon Fraser Branch Nightingale House Transitional Treatment Facility proposal Rationale The need for Nightingale House Transitional Treatment Facility, was defined by CMHA - Simon Fraser's Outreach Coordinator Heather Steele, whose ethnological Outreach observations, consistently found female clients desperately wanting to resume their roles as mothers but who lacked the support or means to do so. There is currently no facility in the community able to provide the important function of helping reconnect children with their mothers and it is this vital service gap that Nightingale house proposes to fill. From to Ms Steele encountered .......Women with a combined total of ........ children who could have benefited by this proposed facility Drug treatment for women with children make more sense than incarceration or no treatment. Drug treatment is at least seven times less expensive and nearly twice as effective as incarceration. Putting addicted mothers in prison, or not helping them, continues family disruption and over burdens the foster care system, helping to create the next generation of criminal and addicted people. Treatment can break that cycle." Terence T Gorski, Addiction Psychotherapist and Trainer March 4, 2002 The consequences of addiction for the child include a lack of structure, a fear of the mother's unpredictable behaviour, a deficiency of stimulation, a lack of basic safety, lack of positive role model, and disadvantages related to speech and language development. (http ://www. vulnerablepeo pie. orq/) The Nightingale House Transitional Treatment Facility would seek to provide a supportive Therapeutic Community for women who want to rebuild their lives in order to resume their roles as mothers. The program would be run from a rented 5 bedroom house in the community, whereby residents would follow an in-house treatment program, attend outside treatment programs, and connect with the necessary services needed to give them the supports and skills needed to resume their roles in the community such as: self care, employment skills, money management skills, relationship and conflict resolution skills and how to function as a successful parent. "The love of a mother for her child can be stronger than addiction. But support is a critical success factor in a woman's struggle against drugs and alcohol so they can become capable, caring parents. (http ://www. o ntrackreco very. orj'/ho,ne.shtin) Proposed Operations (some details from Heather) Proposed Funding It is proposed that BC housing provide the initial first year's funding for Nightingale House. The costs are outlined in the attached budget. During this one year period BC Housing can assess the value and outcomes associated with this facility and CMHA-SF will search for additional funding partners such as Services Canada, MCFD, United Way, the Municipality of Maple Ridge, and local Service organizations such a Rotary and Kiwanis (who have donated before to CMHA local transition housing intiatives) Inspiration Nightingale House is inspired by the spirit of hope and practical help given to those in need by Florence Nightingale: Linguist, Statistician, Epidemiologist, Medical Reformer, Women's rights campaigner, Author, and founder of the (still operating) Nightingale School of Nursing. She is a 'ministering angel' Her slender form glides quietly along each corridor, every poor fellow's face softens with gratitude at the sight of her. When all the medical officers have retired for the night and silence and darkness have settled down upon those miles of prostrate sick, she may be observed alone, with a little lamp in her hand, making her solitary rounds. (The Crimea war, British Military Hospital) The Times: 1857 Canadian Mental Health Association - Simon Fraser Branch Nightengale House April 200-8..- March 2009 Budget Projected House Budget Revenue MHR - (5 clients c $375.00 per month) $ 22,500.00 BC Housing 96,283.91 Total Revenue $ 118,783.91 Current Proaram Exøenses Direct Service Salaries $ - 71,208.92 Direct Employee Benefits $ - 22,830.61 Program Expenses $ 1,000.00 Travel Expense $ 1,000.00 Total Direct Expenses $ 96,039.53 Admin Expenses Admin Wages (10%) $ 10,798.54 Total Admin Expenses Occupancy Expenses Rent Insurance - Contents Vacancy Loss Garbage Removal Alarm Maintenance Utilities Cable & Internet Telephone Total Occupancy Expenses Total Expenses Net Income (Loss) $ 10,798.54 21,600.00 133.00 $ 5,000.00 rs 215.04 ______ _336.00 500.00 $ 3,495.00 $ 1,411.20 I $ - 855.60 • $ 11,945.84 $ 118,783.91 $ 0.00 27/03/2008 10:08 AM From: cathy.cornelisseri©tel us. net To: outreach -heather©hotmail.com Subject: RE: Nightingale House Date: Mon, 17 Mar 2008 12:22:20 -0800 What an outstanding plan! Maple Ridge absolutely needs a recovery/transitional house for women. As Client Advocate, I see women every day, broken and devastated that they no longer have their children. Not knowing which way to turn or who to trust, they reach out to drugs to numb the pain, complicating their plight to regain their children even further. The children end up floundering in the foster system on the road to become addicts themselves. How wonderful it would be to be able to offer these families a second chance , stopping the self distruct cycle before any more souls are lost. Cathy Cornelissen Client Advocate The Salvation Army Caring Place 22188 Lougheed Hwy Maple Ridge, BC V2x 2S8 Page 1 of 3 Mike Murray From: Sue Wheeler Sent: March 20, 2008 5:55 PM To: Rodney Baker Cc: Mayor and Council Users List; GMs; John Leeburn Subject: RE: CMHA Nightingale house Rodney, Thanks for spending some time with me on the phone to review the procedure for CMHA's request for Council's endorsement of your proposed Nightingale House - a residential treatment facility for women with drug and alcohol addictions who want to resume their roles as mothers but don't have the support or means to do so. The intent of this email is to confirm our discussion. It is my understanding that the proposal CMHA is submitting to BC Housing for Nightingale House is due before April 1st. As I mentioned to you, the normal procedure for endorsement of this type of request is that a request comes to Council and Council directs it to the District of Maple Ridge Social Planning Advisory Committee (SPAC) for a recommendation. Due to the short timelines for your proposal submission to BC Housing, this process is not possible as SPAC doesn't meet until April 2nd. As a result I will be preparing a report that will go directly to Council for consideration. As we disscussed today, if the additional information that we talked about (outlined below) is available by next week, then I will target to have a report ready for Maple Ridge Council's consideration on March 31st. My understanding, from our conversation today, was that if there is more time needed to gather all the information for the Council report, an endorsement letter could also be sent in afterwards. Thank-you for the information that you have sent me both yesterday and today. As I mentioned to you, I have reviewed the information and feel that more detailed information will be needed for me to prepare the recommendation for Council. Council has been supportive of both treatment and transitional or supportive housing projects but they have also been cognisant of their responsibility to ensure that all such facilities that they endorse are operated in a high quality manner with the adequate and appropriate support services in place. As you will remember when we worked together on the report regarding the Sheppard House lease, you provided me with detailed information which was included in my report to Council at that time. This is the same type of information that we would request from all groups with these types of proposals to ensure that Council has all the information that they need to make their decision. Below I have prepared an outline of additional information that will be helpful and will assist in providing Council with the information they need to make their decision regarding endorsement of the proposal. As I mentioned to you on the phone today, I would be very pleased to assist you in any way I can, including connecting you with the Alouette Home Start Society (where many of the housing providers participate), or with any other networks or agencies in the community. The JNeed for Thistyp? of. housing - The need for transitional housing in our community has definitely been confirmed by the local network. In your email and attachment you refer to research regarding the need for this type of transitional treatment facility. Today you sent me some additional information regarding the numbers of clients in the community that would benefit for your proposed service. If you have any further information, please send it also. - Description of how this proposed service fits into the continuum of services available in the community; how the proposal differs, or enhances services, or how it fills a gap in services? (One example of a similar service to address here would be Inner Vision's Hannah House) Canadian Mental Health Association: - Specific information on CMHA regarding mandate, length of existence, current services, etc. - CMHA's experience, qualifications, and track record in offering residential treatment facilities for clients 27/03/2008 Page 2 of 3 with drug and alcohol addictions Description of the Clients: - What criteria will be used to assess appropriateness for the housing - Description of the stage of recovery of the residents (For example, have clients been through detox?, is this a "housing first" model?) Referral Process: - What is the proposed referral process - Which agency or agencies will referrals be accepted from Staffing: Description of proposed staffing levels (For example, the number of staff on site at one time, and is the proposal to staff for 24 hours per day for 7 days per week?) Staff qualification requirements Licensing,: - Will the facility be licensed or not? Is the intent to have it classified as a "supportive recovery residence" under the Community Care and Assisted Living Act? Program: - Who will provide the "in-house treatment program" mentioned in your program outline (any additional information to the type of treatment program would be helpful) - Description of local partnerships with agencies that will provide the "outside treatment programs" and those that will "provide the support services" mentioned in your program outline - Description of the "reconnecting mothers with their children" program Note: Rodney, as I mentioned to you, the model that you are proposing of connecting the clients with other agencies to provide services and supports is similar to the model that the Alouette Home Start Society uses with the Iron Horse Youth Safe House and this has been very effective. I mentioned that I could assist with any of the connections with the local network and with local agencies, if you would like. Also, the Child, Youth and Family Network (CYFN) is hosting an orientation to their network on April 1st and I will arrange to have an invitation sent to you as this is an excellent venue to connect with many of the local agencies. Another thought I had regarding the reconnecting mothers with their children portion of your proposal, is that an important link (which you may have already made) would be with MCFD - the Ministry of Children and Family Development. MCFD is a member of the CYFN network. Thanks, I am looking forward to your reply. And if I can be of any assistance please let me know. Sue Wheeler Community Services Director Maple Ridge /Pitt Meadows Parks & Leisure Services District of Maple Ridge 11995 Haney Place, Maple Ridge Tel: 604-467-7308 Fax: 604-467-7393 www.ma .org Deep Roots Greater Heights 27/03/2008 DISTRICT OF Agenda Item: 2.0 MAPLE RIDGE Council Workshop Meeting of: March 31, 2008 That the minutes of the Council Workshop Meeting of March 17, 2008 be adopted as circulated. 7 "Gordon Robson" C/RRIED DEFEATED DEFERRED MAYOR ACTION NOTICE TO: - Chief Administrative Officer - Executive Director - Mgr - Economic Development - Gen Mgr - Corporate & Financial RCMP Fire Chief - Dir - Finance - Chief Information Officer - Gen Mgr - Public Works & Development___________________________________________________ - Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - Corporate and Development Eng - Dir - Engineering Operations - Dir - Project Engineering - Gen Mgr - Corn. Dev. & Rec. Services - Dir- Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire - Diana Dalton - Amanda Allen - Amanda Gaunt - Karen Kaake The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. March 31, 2008 LL Date Corporate Officer DISTRICT OF Agenda Item: 4.1 MAPLE RIDGE Council Workshop Meeting of: March 31, 2008 That staff proceed with development of a Corporate and Community Energy and Emissions Plan; and further That staff apply for funding through the Federal Canadian Municipalities Green Municipal Fund. Gordon Robson' DEFEATED DEFERRED MAYOR TO: L-Chief Administrative Officer Executive Director Mgr - Economic Development - Gen Mgr - corporate & Financial RCMP Fire chief - Dir - Finance - chief Information Officer - Gen Mgr - Public Works & Developme - Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - Corporate and Development E - Dir - Engineering Operations - Dir - Project Engineering - Gen Mgr - Com. 0ev. & Rec. Services - Dir - Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire - Diana Dalton - Amanda Allen - Amanda Gaunt - Karen Kaake The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. March 31, 2008 K Date Corporate Officer DISTRICT OF Agenda Item: 4.2 MAPLE RIDGE Council Workshop Meeting of: March 31, 2008 That the staff report dated March 25, 2008 titled "Reserves" be received for information. Gordon Robson" lED DEFEATED DEFERRED 010 ACTION NOTICE TO: - chief Administrative Officer - Executive Director Mgr - Economic Development - Gen Mgr - Corporate & Financial RCMP Fire Chief - Dir - Finance - Chief Information Officer - Gen Mgr - Public Works & Developmer - Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - Corporate and Development En - Dir - Engineering Operations - Dir - Project Engineering - Gen Mgr - Com. Dev. & Rec. Services - Dir - Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire - Diana Dalton - Amanda Allen - Amanda Gaunt Karen Kaake The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. March 31 2008 / L' Date Corporate bfficer DISTRICT OF Agenda Item: 4.4 MAPLE RIDGE Council Workshop Meeting of: March 31, 2008 That a request be forwarded to the Metro Vancouver Board to initiate an amendment to the Livable Region Strategic Plan to amend the Green Zone boundary in the District of Maple Ridge pursuant with Provincial Order in Council 768 (Greater Vancouver Regional District Regional Growth Strategy Exemption Regulation) for properties identified on Map 1 attached to the report dated February 14, 2008 entitled "Regional Growth Strategy and Livable Region Strategic Plan Amendment", based on the understanding that the removal of the properties can also be considered as part of the Livable Region Strategic Plan Review. Mayor Robson, Councillor Speirs, Councillor King - OPPOSED Gordon Robson" DEFEATED DEFERRED MAYOR ACTION NOTICE TO: - Chief Administrative Officer Executive Director Mgr - Economic Development - Gen Mgr - Corporate & Financial RCMP Fire Chief - Dir - Finance - chief Information Officer - Pen Mgr - Public Works & Development . V Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - Corporate and Development Eng___________________________________________________ - Dir - Engineering Operations - Dir - Project Engineering - Gen Mgr - Corn. Dev. & Rec. Services - Dir - Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire - Diana Dalton - Amanda Allen - Amanda Gaunt - Karen Kaake The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. March 31, 2008 1 L L (- Date Corporate Officer DISTRICT OF Agenda Item: 4.5 MAPLE RIDGE Council Workshop Meeting of: March 31, 2008 That a letter be forwarded to the Canadian Mental Health Association - Simon Fraser Branch offering the District's support in principle to the concept of the Association establishing a women's only supportive housing project with a focus on assisting clients to develop the required life and parenting skills to help them on the road to repatriation with the children, notingthat a variety of partnerships and details need to be worked out in advance of the program being delivered. Mayor Robson - OPPOSED 7' Gordon Robson" C7RI"ED DEFEATED DEFERRED MAYOR ACTION NOTICE TO: - Chief Administrative Officer Executive Director - Mgr - Economic Development - Gen Mgr - corporate & Financial RCMP Fire Chief - Dir - Finance - Chief Information Officer - Gen Mgr - Public Works & Development___________________________________________________ - Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - corporate and Development Eng - Dir - Engineering Operations - .Dir - Project Engineering L/en Mgr - Com. Dev. & Rec. Services ALU-c'cLt - Dir - Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire - Diana Dalton - Amanda Allen - Amanda Gaunt - Karen Kaake The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. March 31, 2008 Date Corporate Officer DISTRICT OF Agenda Item: 4.7 MAPLE RIDGE Council Workshop Meeting of: March 31, 2008 That the Provincial Government be advised that the District of Maple Ridge is not in favour of shipping garbage to the United States; and further That the Provincial Government become involved in the process of providing solutions to the garbage issue. / / CAF.RiED DEFEATED DEFERRED TO: Chief Administrative Officer - Executive Director - Mgr - Economic Development - Gen Mgr - Corporate & Financial ROMP Fire Chief - Dir - Finance - Chief Information Officer - Gen Mgr - Public Works & Developme - Dir - Planning - Dir - Licenses, Permits & By-laws - Municipal Engineer - Mgr - Corporate and Development E - Dir - Engineering Operations - Dir - Project Engineering - Gen Mgr - Com. Dev. & Rec. Services - Dir - Parks & Facilities - Dir - Recreation - Dir - Community Services Clerk's Section - Corporate Officer - Property & Risk Manager - Tracy Camire J.—/' Diana Dalton - Amanda Allen - Amanda Gaunt Karen Kaake "Gordon Robson" MAYOR ACTION NOTICE The above decision was made at a meeting of the Municipal Council held on the date noted above and is sent to you for notation and/or such action as may be required by your Department. March 31, 2008 Date Corporate Officer District of Maple Ridge IL!i111IaIc] Deep Roots Greater Heights TO: His Worship Mayor Gordon Robson DATE: 2008 03 27 and Members of Council FILE NO: FROM: Chief Administrative Officer ATIN: Council Workshop SUBJECT: Nightingale House Proposal EXECUTIVE SUMMARY: The attached request has been received from the Canadian Mental Health Association - Simon Fraser Branch for a letter of support from Council for the above noted project. The timing of Council's consideration of this request is important in that a major funder requires the proposal on or before March 3jst Of course this has meant the proposal has not had the benefit of a review by the Social Planning Advisory Committee or by the agencies involved in the Child, Youth and Family Network. Having said that staff have reviewed the attached material and have followed up with the Association Executive Director, Mr. Rodney Baker, to obtain clarification on a number of points and are prepared to recommend the following to ensure the opportunity can be pursued: RECOMMENDATION(S): That a letter be forwarded to the Canadian Mental Health Association - Simon Fraser Branch offering the District's support in principle to the concept of the Association establishing a women's only supportive housing project with a focus on assisting clients to develop the required life and parenting skills to help them on the road to repatriation with their children, noting that a variety of partnerships and details need to be worked out in advance of the program being delivered. DISCUSSION: a) Background Context: The attached information is provided as background. In addition the Executive Director, Mr. Rodney Baker, has confirmed the following: - The Association has several successful contracts with both Fraser Health and with the BC Housing Authority throughout the region. The Association has experience working with clients who have both mental health and addiction issues. The Association will work toward a 24/7 model of on site supervision based on funding availability. The current model provides supervision 12 hours per day with the House Manager on call outside of those times. It should be noted that 24/7 support is a standard which has been identified as most suitable for clients at the stage of recovery defined in the proposal, and the Association will be looking to achieve that goal given funding availability. The Association requires that its staff hold a minimum level of qualification of a diploma in an appropriate discipline as well as two years work experience in the field. - The Association is committed to becoming involved in the Child, Youth and Family Network and will be attending meetings shortly to be introduced to the group and review their proposal. - A minimal number of clients are likely to be self referred with the majority referred by other agencies. - 75% of the counseling and training will be provided by outside agencies (to be confirmed) Of course the Municipality has a previous and continuing relationship with the Association through Sheppard House. The Association also runs two other houses in Maple Ridge, one of which they own. b) Desired Outcome(s): The desired outcome is the provision of a supportive housing environment focusing on women who need assistance in obtaining the required life skills and parenting skills necessary to be repatriated with their children. The Associations previous outreach work has confirmed the need for this specific type of service and the community in general has identified a shortage of housing for special needs clients. C) Strategic Alignment (as appropriate): The project will address issues of safety and livability for the clients involved as well as the community in general to the extent that the cycle of addiction and family dysfunction for those clients can be broken. d) Citizen Implications: As noted in the proposal there have been no police or other disturbances in the neighbourhoods where Canadian Mental Health have been operating similar facilities. Since the maximum number of beds involved is five there are no zoning or licensing issues involved. CONCLUSIONS: The Canadian Mental Health Association Simon Fraser Branch has prepared a proposal for funding by BC Housing with whom they have had a previous relationship of successful projects in Maple Ridge. Although there are some details which require further work (such as the level of supervision, identifying and confirming the partnering agencies, etc.) it is felt to be appropriate to provide a Municipal endorsement in principle, particularly in light of the opportunity and the requirement for an immediate application. redby: Mike Murray Development, Parks and Recreation Concut/rence: J.L. (Jim) Rule / Chief Administrative Officer M CANADIAN MENTAL HEALTH ASSOCIATION ASSOCIATION CANADIENNE POUR LA SANTE MENTALE SIMON FRASER BRANCH 609 41 h Avenue New Westminster BC V3M 1 S3 Phone: 604 515 8080 Fax: 604 524 2879 Website: http://www.simonfraser.cmha.bc.ca/ _ 0 LJrilbd Wj of the Lower Meirdertd Serving the communities of New Westminster, Tri Cities, Maple Ridge, & Pitt Meadows This description of the proposed recovery facility, Nightingale House, is written with the hope that Maple Ridge City council will be able to write a letter of support, which would enhance the possibility of BC Housing supplying the funding for this CMHA Simon Fraser Branch initiative. The Rationale for Nightingale House: Data from our current outreach service recorded a gap in services for women wishing to resume their roles as mothers. While this is not the only gap in the continuum of service for Maple Ridge clients, it is felt to be one of the more crucial initiatives as it proposes to support mothers getting their children back. Thus each mother helped, has the knock-on benefit of also helping her children; a vulnerable population who will grow to be the future citizens of this municipality. In the last year, our outreach service identified 25 mothers with an aggregate of 40 children could have used this facility. They were either not placed or were placed outside the community. Canadian Mental Health Association- Simon Fraser branch has been providing services to marginalized populations since 1958. The provision of Housing Services is our main focus. In Maple Ridge we currently run three transition house facilities and an outreach service. Some of the clients in these houses have co-occuring disorders. (mental health and addiction challenges) These houses are single family dwellings in "normal" neighbourhoods. To date we have had no police or other incidents which have been detrimental to public safety. Residents of Nightingale house would participate in treatment programs both in and out of the house: these would comprise of individualized treatment plans formulated on intake and would consist of,12-step programs, group therapy, video and oral presentations, written and reading assignments, parenting skills, relationship skills, employment skills, and medical support as needed. The program would provide a therapeutic community of structure, safety, support and learning. Nightingale House, would be run by Heather Steele, our current outreach coordinator, well known in the community for her ability to work with addiction clients. Not only does Heather have training and nine years experience in the field of helping people with addictions, she is passionate about this cause, as she is herself a mother of five, and believes in the benefits of uniting mothers with their children. Description of the Clients: All clients would be mothers who have children aged between 0-16, who wanted to resume their roles as mothers. They would all abide by the house rules. EG Must collaborate in forming and abiding by an individual recovery plan. Not be in active addiction, so would have attended detox and would be expected to stay no longer than 6 months. No overnight guests would be allowed and no drugs or alcohol on the premises. Referral Process: Referrals would be from any agency that had women who qualify or by self referral. Staffing: Staffing levels and the budget are attached. Licensing: As with our other facilities, licensing is not planned at this time for this facility Prepared by Rodney Baker. Executive Director CMHA- Simon Fraser Branch Nightingale House Transitional Treatment Facility proposal Rationale The need for Nightingale House Transitional Treatment Facility, was defined by CMHA - Simon Fraser's Outreach Coordinator Heather Steele, whose ethnological Outreach observations, consistently found female clients desperately wanting to resume their roles as mothers but who lacked the support or means to do so. There is currently no facility in the community able to provide the important function of helping reconnect children with their mothers and it is this vital service gap that Nightingale house proposes to fill. From to Ms Steele encountered .......Women with a combined total of children who could have benefited by this proposed facility "Drug treatment for women with children make more sense than incarceration or no treatment. Drug treatment is at least seven times less expensive and nearly twice as effective as incarceration. Putting addicted mothers in prison, or not helping them, continues family disruption and over burdens the foster care system, helping to create the next generation of criminal and addicted people. Treatment can break that cycle .-Terence T &orski, Addiction Psychotherapist and Trainer March 4, 2002 The consequences of addiction for the child include a lack of structure, a fear of the mother's unpredictable behaviour, a deficiency of stimulation, a lack of basic safety, lack of positive role model, and disadvantages related to speech and language development. (http ://www. vulnerablepeople. orq/) The Nightingale House Transitional Treatment Facility would seek to provide a supportive Therapeutic Community for women who want to rebuild their lives in order to resume their roles as mothers. The program would be run from a rented 5 bedroom house in the community, whereby residents would follow an in-house treatment program, attend outside treatment programs, and connect with the necessary services needed to give them the supports and skills needed to resume their roles in the community such as: self care, employment skills, money management skills, relationship and conflict resolution skills and how to function as a successful parent. V "The love of a mother for her child can be stronger than addiction. But support is a critical success factor in a woman's struggle against drugs and alcohol so they can become capable, caring parents. (http:IIwww. 0 ntrackrecoverv. orIhoine.shtm) -.-Mj I . Proposed Operations (some details from Heather) Proposed Funding It is proposed that BC housing provide the initial first year's funding for Nightingale House. The costs are outlined in the attached budget. During this one year period BC Housing can assess the value and outcomes associated with this facility and CMHA-SF will search for additional funding partners such as Services Canada, MCFD, United Way, the Municipality of Maple Ridge, and local Service organizations such a Rotary and Kiwanis (who have donated before to CMHA local transition housing intiatives) Inspiration Nightingale House is inspired by the spirit of hope and practical help given to those in need by Florence Nightingale: Linguist, Statistician, Epidemiologist, Medical Reformer, Women's rights campaigner, Author, and founder of the (still operating) Nightingale School of Nursing. She is a 'ministering angel' Her slender form glides quietly along each corridor, every poor fellow's face softens with gratitude at the sight of her. When all the medical officers have retired for the night and silence and darkness have settled down upon those miles of prostrate sick, she may be observed alone, with a little lamp in her hand, making her solitary rounds. (The Crimea war, British Military Hospital) The Times: 1857 Canadian Mental Health Association - Simon Fraser Branch Nightengale House April 2008 - March 2009 Budge Projected House Budget Revenue MHR - (5 clients c$375.O0 per month) $ 22,500.00 BC Housing $ 96,283.91 Total Revenue $ 118,783.91 Current Program Expenses Direct Service Salaries $ 71,208.92 Direct Employee Benefits $ 22,830.61 Program Expenses $ 1,000.00 Travel Expense $ 1,000.00 Total Direct Expenses $ 96,039.53 Admin Expenses Admin Wages (10%) $ 10,798.54 Total Admin Expenses $ 10,798.54 Occupancy Expenses Rent $ 21,600.00 Insurance - Contents $ 133.00 Vacancy Loss $ 5,000.00 Garbage Removal $ 215.04 Alarm $ 336.00 Maintenance $ 500.00 Utilities $ 3,495.00 Cable &Internet $ 1,411.20 Telephone $ 855.60 Total Occupancy Expenses $ 11,945.84 Total Expenses $ 118,783.91 Net Income (Loss) $ 0.00 27/03/2008 10:08 AM From: cathy.cornelissen@telus.net To: outreach-heather@hotmail.com Subject: RE: Nightingale House Date: Mon, 17 Mar 2008 12:22:20 -0800 What an outstanding plan! Maple Ridge absolutely needs a recovery/transitional house for women. As Client Advocate, I see women every day, broken and devastated that they no longer have their children. Not knowing which way to turn or who to trust, they reach out to drugs to numb the pain, complicating their plight to regain their children even further. The children end up floundering in the foster system on the road to become addicts themselves. How wonderful it would be to be able to offer these families a second chance, stopping the self distruct cycle before any more souls are lost. Cathy Cornelissen Client Advocate The Salvation Army Caring Place 22188 Lougheed Hwy Maple Ridge, BC V2x 2S8 Page 1 of Mike Murray From: Sue Wheeler Sent: March 20, 2008 5:55 PM To: Rodney Baker Cc: Mayor and Council Users List; GMs; John Leeburn Subject: RE: CMHA Nightingale house Rodney, Thanks for spending some time with me on the phone to review the procedure for CMHAs request for Council's endorsement of your proposed Nightingale House - a residential treatment facility for women with drug and alcohol addictions who want to resume their roles as mothers but don't have the support or means to do so. The intent of this email is to confirm our discussion. It is my understanding that the proposal CMHA is submitting to BC Housing for Nightingale House is due before April 1St. As I mentioned to you, the normal procedure for endorsement of this type of request is that a request comes to Council and Council directs it to the District of Maple Ridge Social Planning Advisory Committee (SPAC) for a recommendation. Due to the short timelines for your proposal submission to BC Housing, this process is not possible as SPAC doesn't meet until April 2nd. As a result I will be preparing a report that will go directly to Council for consideration. As we disscussed today, if the additional information that we talked about (outlined below) is available by next week, then I will target to have a report ready for Maple Ridge Council's consideration on March 31st. My understanding, from our conversation today, was that if there is more time needed to gather all the information for the Council report, an endorsement letter could also be sent in afterwards. Thank-you for the information that you have sent me both yesterday and today. As I mentioned to you, I have reviewed the information and feel that more detailed information will be needed for me to prepare the recommendation for Council. Council has been supportive of both treatment and transitional or supportive housing projects but they have also been cognisant of their responsibility to ensure that all such facilities that they endorse are operated in a high quality manner with the adequate and appropriate support services in place. As you will remember when we worked together on the report regarding the Sheppard House lease, you provided me with detailed information which was included in my report to Council at that time. This is the same type of information that we would request from all groups with these types of proposals to ensure that Council has all the information that they need to make their decision. Below I have prepared an outline of additional information that will be helpful and will assist in providing Council with the information they need to make their decision regarding endorsement of the proposal. As I mentioned to you on the phone today, I would be very pleased to assist you in any way I can, including connecting you with the Alouette Home Start Society (where many of the housing providers participate), or with any other networks or agencies in the community. The Need for this type of housing - The need for transitional housing in our community has definitely been confirmed by the local network. In your email and attachment you refer to research regarding the need for this type of transitional treatment facility. Today you sent me some additional information regarding the numbers of clients in the community that would benefit for your proposed service. If you have any further information, please send it also. - Description of how this proposed service fits into the continuum of services available in the community; how the proposal differs, or enhances services, or how it fills a gap in services? (One example of a similar service to address here would be Inner Vision's Hannah House) Canadian Mental Health Association: - Specific information on CMHA regarding mandate, length of existence, current services, etc. - CMHA's experience, qualifications, and track record in offering residential treatment facilities for clients 27/03/2008 Page 2 of 3 with drug and alcohol addictions Description of the Clients:, - What criteria will be used to assess appropriateness for the housing - Description of the stage of recovery of the residents (For example, have clients been through detox?, is this a "housing first" model?) ReferralProcess: - What is the proposed referral process - Which agency or agencies will referrals be accepted from Stffing Description of proposed staffing levels (For example, the number of staff on site at one time, and is the proposal to staff for 24 hours per day for 7 days per week?) Staff qualification requirements Licensing-.. - Will the facility be licensed or not? Is the intent to have it classified as a "supportive recovery residence" under the Community Care and Assisted Living Act? Prgrmi - Who will provide the "in-house treatment program" mentioned in your program outline (any additional information to the type of treatment program would be helpful) - Description of local partnerships with agencies that will provide the "outside treatment programs" and those that will "provide the support services" mentioned in your program outline - Description of the "reconnecting mothers with their children" program Note: Rodney, as I mentioned to you, the model that you are proposing of connecting the clients with other agencies to provide services and supports is similar to the model that the Alouette Home Start Society uses with the Iron Horse Youth Safe House and this has been very effective. I mentioned that I could assist with any of the connections with the local network and with local agencies, if you would like. Also, the Child, Youth and Family Network (CYFN) is hosting an orientation to their network on April 1st and I will arrange to have an invitation sent to you as this is an excellent venue to connect with many of the local agencies. Another thought I had regarding the reconnecting mothers with their children portion of your proposal, is that an important link (which you may have already made) would be with MCFD - the Ministry of Children and Family Development. MCFD is a member of the CYFN network. Thanks, I am looking forward to your reply. And if I can be of any assistance please let me know. Sue Wheeler Community Services Director Maple Ridge /Pitt Meadows Parks & Leisure Services District of Maple Ridge 11995 Haney Place, Maple Ridge Tel: 604-467-7308 Fax: 604-467-7393 www.mapieridge.org Deep Roots Greater Heights 27/03/2008 MAPLE RIDGE District of Maple Ridge British Columbia Deep Roots Greater Heights TO: His Worship Mayor Gordon Robson DATE: 2008 03 27 and Members of Council FILE NO: FROM: Chief Administrative Officer ATTN: Council Workshop SUBJECT: Nightingale House Proposal EXECUTIVE SUMMARY: The attached request has been received from the Canadian Mental Health Association - Simon Fraser Branch for a letter of support from Council for the above noted project. The timing of Council's consideration of this request is important in that a major funder requires the proposal on or before March 31st. Of course this has meant the proposal has not had the benefit of a review by the Social Planning Advisory Committee or by the agencies involved in the Child, Youth and Family Network. Having said that staff have reviewed the attached material and have followed up with the Association Executive Director, Mr. Rodney Baker, to obtain clarification on a number of points and are prepared to recommend the following to ensure the opportunity can be pursued: RECOMMENDATION(S): That a letter be forwarded to the Canadian Mental Health Association - Simon Fraser Branch offering the District's support in principle to the concept of the Association establishing a women's only supportive housing project with a focus on assisting clients to develop the required life and parenting skills to help them on the road to repatriation with their children, noting that a variety of partnerships and details need to be worked out in advance of the program being delivered. DISCUSSION: a) Background Context: The attached information is provided as background. In addition the Executive Director, Mr. Rodney Baker, has confirmed the following: - The Association has several successful contracts with both Fraser Health and with the BC Housing Authority throughout the region. - The Association has experience working with clients who have both mental health and addiction issues. The Association will work toward a 24/7 model of on site supervision based on funding availability. The current model provides supervision 12 hours per day with the House Manager on call outside of those times. It should be noted that 24/7 support is a standard which has been identified as most suitable for clients at the stage of recovery defined in the proposal, and the Association will be looking to achieve that goal given funding availability. The Association requires that its staff hold a minimum level of qualification of a diploma in an appropriate discipline as well as two years work experience in the field. - The Association is committed to becoming involved in the Child, Youth and Family Network and will be attending meetings shortly to be introduced to the group and review their proposal. - A minimal number of clients are likely to be self referred with the majority referred by other agencies. - 75% of the counseling and training will be provided by outside agencies (to be confirmed) Of course the Municipality has a previous and continuing relationship with the Association through Sheppard House. The Association also runs two other houses in Maple Ridge, one of which they own. Desired Outcome(s): The desired outcome is the provision of a supportive housing environment focusing on women who need assistance in obtaining the required life skills and parenting skills necessary to be repatriated with their children. The Associations previous outreach work has confirmed the need for this specific type of service and the community in general has identified a shortage of housing for special needs clients. Strategic Alignment (as appropriate): The project will address issues of safety and livability for the clients involved as well as the community in general to the extent that the cycle of addiction and family dysfunction for those clients can be broken. Citizen Implications: As noted in the proposal there have been no police or other disturbances in the neighbourhoods where Canadian Mental Health have been operating similar facilities. Since the maximum number of beds involved is five there are no zoning or licensing issues involved. CONCLUSIONS: The Canadian Mental Health Association Simon Fraser Branch has prepared a proposal for funding by BC Housing with whom they have had a previous relationship of successful projects in Maple Ridge. Although there are some details which require further work (such as the level of supervision, identifying and confirming the partnering agencies, etc.) it is felt to be appropriate to provide a Municipal endorsement in principle, particularly in light of the opportunity and the requirement for an immediate application. redby: Mike Murray / "era/1M - age omm nity Development, Parks and Recreation Ce: J.L. (Jim) Rule Chief Administrative Officer CANADIAN MENTAL HEALTH ASSOCIATION ASSOCIATION CANADIENNE POUR LA SANTE MENTALE SIMON FRASER BRANCH 609 41 h Avenue New Westminster BC V3M I S3 Phone: 604 515 8080 Fax: 604 524 2879 Website: http:I/www.simonfraser.cmha.bc.cal LJnIdWy of the Ler Mainler,d Serving the communities of New Westminster, Tri Cities, Maple Ridge, & Pitt Meadows This description of the proposed recovery facility, Nightingale House, is written with the hope that Maple Ridge City council will be able to write a letter of support, which would enhance the possibility of BC Housing supplying the funding for this CMHA Simon Fraser Branch initiative. The Rationale for Nightingale House: Data from our current outreach service recorded a gap in services for women wishing to resume their roles as mothers. While this is not the only gap in the continuum of service for Maple Ridge clients, it is felt to be one of the more crucial initiatives as it proposes to support mothers getting their children back. Thus each mother helped, has the knock-on benefit of also helping her children; a vulnerable population who will grow to be the future citizens of this municipality. In the last year, our outreach service identified 25 mothers with an aggregate of 40 children could have used this facility. They were either not placed or were placed outside the community. Canadian Mental Health Association- Simon Fraser branch has been providing services to marginalized populations since 1958. The provision of Housing Services is our main focus. In Maple Ridge we currently run three transition house facilities and an outreach service. Some of the clients in these houses have co-occuring disorders. (mental health and addiction challenges) These houses are single family dwellings in "normal" neighbourhoods. To date we have had no police or other incidents which have been detrimental to public safety. Residents of Nightingale house would participate in treatment programs both in and out of the house: these would comprise of individualized treatment plans formulated on intake and would consist of,12-step programs, group therapy, video and oral presentations, written and reading assignments, parenting skills, relationship skills, employment skills, and medical support as needed. The program would provide a therapeutic community of structure, safety, support and learning. Nightingale House, would be run by Heather Steele, our current outreach coordinator, well known in the community for her ability to work with addiction clients. Not only does Heather have training and nine years experience in the field of helping people with addictions, she is passionate about this cause, as she is herself a mother of five, and believes in the benefits of uniting mothers with their children. Description of the Clients: All clients would be mothers who have children aged between 0-16, who wanted to resume their roles as mothers. They would all abide by the house rules. EG Must collaborate in forming and abiding by an individual recovery plan. Not be in active addiction, so would have attended detox and would be expected to stay no longer than 6 months. No overnight guests would be allowed and no drugs or alcohol on the premises. Referral Process: Referrals would be from any agency that had women who qualify or by self referral. Staffing: Staffing levels and the budget are attached. Licensing: As with our other facilities, licensing is not planned at this time for this facility Prepared by Rodney Baker. Executive Director CMHA- Simon Fraser Branch ---- Nightingale House Transitional Treatment Facility proposal Rationale The need for Nightingale House Transitional Treatment Facility, was defined by CMHA - Simon Fraser's Outreach Coordinator Heather Steele, whose ethnological Outreach observations, consistently found female clients desperately wanting to resume their roles as mothers but who lacked the support or means to do so. There is currently no facility in the community able to provide the important function of helping reconnect children with their mothers and it is this vital service gap that Nightingale house proposes to fill. From to Ms Steele encountered .......Women with a combined total of children who could have benefited by this proposed facility "Drug treatment for women with children make more sense than incarceration or no treatment. Drug treatment is at least seven times less expensive and nearly twice as effective as incarceration. Putting addicted mothers in prison, or not helping them, continues family disruption and over burdens the foster care system, he/ping to create the next generation of criminal and addicted people. Treatment can break that cycle. "Terence T Gorsk/, Addict/on Psychotherapist and Trainer March 4, 2002 The consequences of addiction for the child include a lack of structure, a fear of the mother's unpredictable behaviour, a deficiency of stimulation, a lack of basic safety, lack of positive role model, and disadvantages related to speech and language development. (http ://www. vulnerablepeople. orq/) The Nightingale House Transitional Treatment Facility would seek to provide a supportive Therapeutic Community for women who want to rebuild their lives in order to resume their roles as mothers. The program would be run from a rented 5 bedroom house in the community, whereby residents would follow an in-house treatment program, attend outside treatment programs, and connect with the necessary services needed to give them the supports and skills needed to resume their roles in the community such as: self care, employment skills, money management skills, relationship and conflict resolution skills and how to function as a successful parent. "The love of a mother for her child can be stronger than addiction. But support is a critical success factor in a woman 's struggle against drugs and alcohol so they can become capable, caring parents. (http://www. 0 ntrackrecovery. orIhoine.shtm) Proposed Operations (some details from Heather) Proposed Funding It is proposed that BC housing provide the initial first year's funding for Nightingale House. The costs are outlined in the attached budget. During this one year period BC Housing can assess the value and outcomes associated with this facility and CMHA-SF will search for additional funding partners such as Services Canada, MCFD, United Way, the Municipality of Maple Ridge, and local Service organizations such a Rotary and Kiwanis (who have donated before to CMHA local transition housing intiatives) Inspiration Nightingale House is inspired by the spirit of hope and practical help given to those in need by Florence Nightingale: Linguist, Statistician, Epidemiologist, Medical Reformer, Women's rights campaigner, Author, and founder of the (still operating) Nightingale School of Nursing. She is a 'ministering angel' Her slender form glides quietly along each corridor, every poor fellow's face softens with gratitude at the sight of her. When all the medical officers have retired for the night and silence and darkness have settled down upon those miles of prostrate sick, she may be observed alone, with a little lamp in her hand, making her solitary rounds. (The Crimea war, British Military Hospital) The Times: 1857 Canadian Mental Health Association - Simon Fraser Branch Nightengale House April 2008 - March 2009 Budget Projected House Budget Revenue MHR - (5 clients @ $375.00 per month) $ 22,500.00 BC Housing L $ 96,283.91 Total Revenue $ 118,783.91 Current Program Expenses Direct Service Salaries $ 71,208.92 Direct Employee Benefits $ 22,830.61 Program Expenses $ 1,000.00 Travel Expense $ 1,000.00 Total Direct Expenses $ 96,039.53 Admin Expenses Admin Wages (10%) $ 10,798.54 Total Admin Expenses $ 10,798.54 Occupancy Expenses Rent $ 21,600.00 Insurance - Contents $ 133.00 Vacancy Loss $ 5,000.00 Garbage Removal $ 215.04 Alarm $ 336.00 Maintenance $ 500.00 Utilities $ 3,495.00 Cable& Internet $ 1,411.20 Telephone $ 855.60 Total Occupancy Expenses $ 11,945.84 Total Expenses $ 118,783.91 Net Income (Loss) $ 0.00 27/03/2008 10:08 AM From: cathy.cornelissen@telus.net To: outreach- heather©hotmail.com Subject: RE: Nightingale House Date: Mon, 17 Mar 2008 12:22:20 -0800 What an outstanding plan! Maple Ridge absolutely needs a recovery/transitional house for women. As Client Advocate, I see women every day, broken and devastated that they no longer have their children. Not knowing which way to turn or who to trust, they reach out to drugs to numb the pain, complicating their plight to regain their children even further. The children end up floundering in the foster system on the road to become addicts themselves. How wonderful it would be to be able to offer these families a second chance, stopping the self distruct cycle before any more souls are lost. Cathy Cornelissen Client Advocate The Salvation Army Caring Place 22188 Lougheed Hwy Maple Ridge, BC V2x 2S8 ,.-: ••;•- •-j,._ ,.-'• :.-, : ' I II I ,.. rL - :- i---, . : im- I;----- - p - 'p.-. - I /fr -•'' I TI-r1 sy CT • - .. - - -1' - ., . . :'- • I V1.. 'H. - , , '_ -, , - l AI L I I 44 JL -.. i-,--. J--) •. :;- ,-. , -. ç!V •. - 1f •.I n 1 - 5I__• H Page 1 of Mike Murray From: Sue Wheeler Sent: March 20, 2008 5:55 PM To: Rodney Baker Cc: Mayor and Council Users List; GMs; John Leeburn Subject: RE: CMHA Nightingale house Rodney, Thanks for spending some time with me on the phone to review the procedure for CMHA's request for Council's endorsement of your proposed Nightingale House - a residential treatment facility for women with drug and alcohol addictions who want to resume their roles as mothers but don't have the support or means to do so. The intent of this email is to confirm our discussion. It is my understanding that the proposal CMHA is submitting to BC Housing for Nightingale House is due before April 1St. As I mentioned to you, the normal procedure for endorsement of this type of request is that a request comes to Council and Council directs it to the District of Maple Ridge Social Planning Advisory Committee (SPAC) for a recommendation. Due to the short timelines for your proposal submission to BC Housing, this process is not possible as SPAC doesn't meet until April 2nd. As a result I will be preparing a report that will go directly to Council for consideration. As we disscussed today, if the additional information that we talked about (outlined below) is available by next week, then I will target to have a report ready for Maple Ridge Council's consideration on March 31st. My understanding, from our conversation today, was that if there is more time needed to gather all the information for the Council report, an endorsement letter could also be sent in afterwards. Thank-you for the information that you have sent me both yesterday and today. As I mentioned to you, I have reviewed the information and feel that more detailed information will be needed for me to prepare the recommendation for Council. Council has been supportive of both treatment and transitional or supportive housing projects but they have also been cognisant of their responsibility to ensure that all such facilities that they endorse are operated in a high quality manner with the adequate and appropriate support services in place. As you will remember when we worked together on the report regarding the Sheppard House lease, you provided me with detailed information which was included in my report to Council at that time. This is the same type of information that we would request from all groups with these types of proposals to ensure that Council has all the information that they need to make their decision. Below I have prepared an outline of additional information that will be helpful and will assist in providing Council with the information they need to make their decision regarding endorsement of the proposal. As I mentioned to you on the phone today, I would be very pleased to assist you in any way I can, including connecting you with the Alouette Home Start Society (where many of the housing providers participate), or with any other networks or agencies in the community. The Need for this type of housing - The need for transitional housing in our community has definitely been confirmed by the local network. In your email and attachment you refer to research regarding the need for this type of transitional treatment facility. Today you sent me some additional information regarding the numbers of clients in the community that would benefit for your proposed service. If you have any further information, please send it also. - Description of how this proposed service fits into the continuum of services available in the community; how the proposal differs, or enhances services, or how it fills a gap in services? (One example of a similar service to address here would be Inner Vision's Hannah House) Canadian Mental Health Association: - Specific information on CMHA regarding mandate, length of existence, current services, etc. - CMHA's experience, qualifications, and track record in offering residential treatment facilities for clients 27/03/2008 Page 2 of 3 with drug and alcohol addictions !escription of the Clients: - What criteria will be used to assess appropriateness for the housing - Description of the stage of recovery of the residents (For example, have clients been through detox?, is this a "housing first" model?) Referral Process: - What is the proposed referral process - Which agency or agencies will referrals be accepted from Staffing - Description of proposed staffing levels (For example, the number of staff on site at one time, and is the proposal to staff for 24 hours per day for 7 days per week?) - Staff qualification requirements Licensing: - Will the facility be licensed or not? Is the intent to have it classified as a "supportive recovery residence" under the Community Care and Assisted Living Act? - Who will provide the "in-house treatment program" mentioned in your program outline (any additional information to the type of treatment program would be helpful) - Description of local partnerships with agencies that will provide the "outside treatment programs" and those that will "provide the support services" mentioned in your program outline - Description of the "reconnecting mothers with their children" program Note: Rodney, as I mentioned to you, the model that you are proposing of connecting the clients with other agencies to provide services and supports is similar to the model that the Alouette Home Start Society uses with the Iron Horse Youth Safe House and this has been very effective. I mentioned that I could assist with any of the connections with the local network and with local agencies, if you would like. Also, the Child, Youth and Family Network (CYFN) is hosting an orientation to their network on April 1St and I will arrange to have an invitation sent to you as this is an excellent venue to connect with many of the local agencies. Another thought I had regarding the reconnecting mothers with their children portion of your proposal, is that an important link (which you may have already made) would be with MCFD - the Ministry of Children and Family Development. MCFD is a member of the CYFN network. Thanks, I am looking forward to your reply. And if I can be of any assistance please let me know. Sue Wheeler Community Services Director Maple Ridge /Pitt Meadows Parks & Leisure Services District of Maple Ridge 11995 Haney Place, Maple Ridge Tel: 604-467-7308 Fax: 604-467-7393 wLmapridge.org Deep Roots Greater Heights 27/03/2008 Attachment: Preliminary 2007 Corporate Energy and Emissions Inventory Preliminary 2007 Corporate and Community Energy and Emissions Plan Greenhouse Gas Emissions (tonnes CO2e) by Sector 4% 26b - 2% - 2% - 66% • Buildings (2256 t) Vehicle Fleet (908 t) Lighting (59 t) jQ Solid Waste (149 t) Water & Wastewater (67 t) Greenhouse Gas Emissions (tonnes CO2e) by Energy Type • Solid Waste (149 t) gasoline (320 t) Natural Gas (2053 t) Electricity (329 t) • Mobile Propane (1 t) • diesel fuel (587 t) Page 1 of 3 26% 22% I"," "'Pr' 9°,h - 43% Attachment: Preliminary 2007 Corporate Energy and Emissions Inventory Costs by Sector • Buildings ($612,198) Im Water & Wastewater ($123,033) Licihting ($314,055) Vehicle Fleet ($375,181) Costs by Energy Type 16% 74T - 1 0% • : 491% • Natural c ($351,498) Electricity ($697,788) Mobile Propane ($368) diesel fuel ($225,872) • gasoline ($148,941) Page 2 of 3 14°/b - 8°/b - - 70% • Buildings (64,160 03) is Water & Wastewater (7,934 0]) Lighting (6,925 GJ) Vehicle Fleet (12,620 GJ) Attachment: Preliminary 2007 Corporate Energy and Emissions Inventory Energy Consumption by Sector Energy Consumption by Energy Type 9Oo - 44% 42% - 0% 5% • NaturI c- s (40.137 CJ) Electricity (38,883 (-A) Mobile Propane (9 GJ) diesel fuel (8,165 (1]) • gasoline (4,446 0]) Page 3 of 3 Corporate and Community Energy and GHG Emissions • City of Vancouver: Corporate (1995 and 1999) and Community (1990 and 1995) Energy and Emissions Inventory • City of Burnaby: Corporate (1995 and 1999) and Community (1995) Energy and Emissions Inventory • City of Richmond: Corporate (1995 and 1999) and Community (1995) Energy and Emissions Inventory. Current year inventory (2007) • Corporation of Delta: Corporate (1995 and 1999) and Community (1995) Energy and Emissions Inventory • District of Maple Ridge: Corporate (1995 and 2000) and Community (1995) Energy and Emissions Inventory. Current year inventory (2007) • City of North Vancouver: Corporate (1995 and 1999) and Community (1995) Energy and Emissions Inventory • City of Prince George: Corporate (2002) and Community (2002) Energy and Emissions Inventory and Emissions Reduction Target Strategy (2002) • City of New Westminster: Corporate Energy and Emissions Inventory (2007) and Management Plan (2007) IN PROGRESS • City of Port Coquitlam: Corporate (2002) and Community (2002) Energy and Emissions Management Plan (2002) • City of Kelowna: Corporate (2002 and 2005) and Community (2002) Enegy and Emissions Inventory • Regional District of Central Okanagan in partnership with the City of Kelowna: Community (2002) Energy and Emissions Inventory DRAFT • Bowen Island Municipality: Corporate (2005) Energy and Emissions Inventory • City of Port Moody: Corporate (1995, 1999, 2005, 2006, 2007 DRAFT) and Community Energy and Emissions Inventory (1995, 1999, 2005) and Integrated Community Energy and Emissions Management Plan (2007 DRAFT) • City of Coquitlam: Corporate (1995, 2005, 2006, 2007) Energy and Emissions Inventory and Management Plan (2005). Community Energy and Emissions Inventory (2002, 2003, 2004, 2005, 2006) • Regional District of Nanaimo: Corporate (2004, 2005, 2006, 2007) and Community (2002, 2005, 2006) Energy and Emissions Inventory and Region Wide Integrated Energy and Emission Climate Action Plan (2006) • City of Nanaimo: Corporate (2001, 2006, 2007) and Community (2002) Energy and Emissions Inventory and Climate Action Plan • City of Parksville: Corporate (2006) Energy and Emissions Inventory Climate Action Plan (2006 DRAFT). Community (2002, 2006) Energy and Emissions Inventory and Management Plan (2006 IN PROGRESS) Town of Qualicum Beach: Corporate (2006) Energy and Emissions Inventory and Climate Action Plan (2006 DRAFT). Community (2002, 2006) Energy and Emissions Inventory and Climate Action Plan (2006) District Municipality of Lantzville: Corporate (2006) Energy and Emissions Inventory and Climate Action Plan (2006 DRAFT). Community (2002, 2006) • District of Invermere: Corporate (2003) and Community (2003) Energy and Energy and Emissions Inventory and Climate Action Plan (2006) Emissions Inventory • City of Campbell River: Corporate (2006) Energy and Emissions Inventory. • City of Quesnel: Corporate (2005) Energy and Emissions Inventory Corporate Buildings Energy and Emissions Reduction Plan .HYLA M.qlb A-.qe Hethil Price Chart Why Develop Energy and Emissions Sustainability Plans? I I Energy Management — fiscal responsibility,, - Reduce energy consumption — Prepare for accelerated rate of costs for energy Social Responsibility - Reduce energy - reduce greenhouse gas emissions (002, N20, CH4 - Reduce other criteria air contaminants (NOX, S0, PM-I-, PM10, PM25, VOC, CO) Voluntary Commitments GHG Programs Provincial Green Rating System will be Linked to Provincial Funding Applications It'HYLA 4. 3/ 511 FCM Partners for Climate Protection Yukon Alberto 1% 14 IV Sunkatchewan Quebec 2 13 4 j, PCP Milestones 31/ o0I. VV..t 1er,00eu 2% L N0V C05a Onto 37 I • 151 members across Canada • Milestone Program • —18,000,000 Canadians • District's Current Progress: • District joined in 2001 I • Completed corporate Inventory in 2002 • District would receive recognition for Milestones One, Two, and Three of POP upon completion of current project *HYLA BC Climate Action Charter Lel District signed Charter in January 2008 o Voluntary Commitment to: Become carbon neutral by 2012 (in respect of corporate operations); Measure and report community GHG emissions profile; and, Create complete, compact, more energy efficient rural and urban communities. tHYLA • Lead with a corporate plan while undertaking a community plan - Funding partners encourage local government to complete both plans at once • FCM Green Municipal Enabling Fund - 50% of total costs • Ministry of Community Services - up to $10K )t HYLA Corporate and Community Plans How do we know if we're ready to develop a corporate plan? - Question. Are there opportunities to reduce energy and emissions from corporate buildings and engineering assets? - Answer... • YES! Preliminary estimates on the Leisure Centre alone identified —$65,000 per year savings in energy costs • More savings are possible across all buildings and engineering assets • A corporate plan identifies these opportunities, associated costs, simple paybacks, and suggests realistic implementation over time HYLA Corporate and Community Plans • What is the value of developing one plan for all buildings and engineering assets? - Prioritization of projects allows for targeted investments - Describes accomplishments to date - Encapsulates all initiatives under one plan I I 9 I t'HYLA Corporate and Community Plans Corporate Strategic Plan Identifies... - climate change - energy efficiency - carbon neutral government as a key strategic goal 111111111111101111 i g NT Y, NT ITIUTE 1 owt HYLA Technical Assistance from Energy Fnninrs Sample Technical Compendium Account-by-account listing of Cocuitlam reduction measures TECHNICAL COMPENDIUM OF CORPORATE REDUCTION INITIATIVES t""HYLA Sample: Presented by Measure and by Account Reductions Consumption Costs COO 4 ADMINISTRATION OFFICES Reductions CITY HALL - 3000 taolunFone WAY Consumption Costs COI, It) ELECTRICITY 1,10 buildings with cooling TA systems, redesign to bring lighting levelr to ASf-IRAE 189374 kWh $0.544 6.25 and 15595 standard In 'paces with U several deutcesconnected, but not use, unplug to reduce 25,169 kWh $1,260 0.83 parasitic losses Euplorn opportunities for energy smart landscaping methods to reduce 18877 kWh ggsi 0.182 electricity reqatred for AC in sumorertirne Purchase Energy Star computer screens, copiers, refrigerators, etc. as equipment 15,877 kWh $951 0.82 is replaced Convert CfLeoits to LED 14,156 kWh $715 0.47 Provide software or hardware to allow shutdown of computers, printers and 7,876 kWh $357 023 semers during unoccupied hours Provide new setback controls for fans, pumps and healers. 2.517 kWh $127 0.08 8 Consolidate Ioicgoratul t and replace with the most efficient Eoergyhtar models 2 igs kWh $111 0.07 g, Provide central reroute shutdown for computer labs and computers on LAN. 1,256 kWh $63 8.04 18. Pioupdn vend li'rf nitsers In tuot Ott advuitiririg ltghring and mnmprevsort ditring 1 070 kWh $54 004 zero occupancy hours. ELECTRICITY SuEroTAL Electricity 280,596 kWh $14,141 91 L01001 ' $14141 9t NATURAL GAS 11. Investigate the feusibility of ground source heat pumps for space healing 3,025 t3J $33,274 154.78 requiremeols 12.000 'isolate library ventilation to eliminate main boiler ventilation in cup hall 252 02 $2,773 12.90 running on weekends and after hours Provide solarwalls for spaces with large outdoor air flows and south lacing walls 252 02 $2,773 12.00 Reduce temperature in unoccupied spaces to minimum required for equipment tea cj $1,645 5.60 fun olive ing. Provide new setback controls for beaters 87 02 9730 3.44 000 Isolate library ventilation to eliminate main bolter oentllatlon In cIty hall running on weekends and after hours Cc Hctr' 3GDO Gt,oroco WA, MeasureTetal Nrtursl Ge 252 13,1 $2,773 12.9 t Consolidate retnrguratura and replace with rite moat efficient EnergySrae medal Cmi Huts 3000 Guitoro a WA Y Toot CENTRE FIRE Hair 1300 Pisernee Wee Riovewer Co- Poem ST, 1059 Riovesear Ave Measure Total Eteetryiry 3.T34 kWh $2n8 DA t Cennert CFL ester to LED Ce', Hurt 3DO G11L110R1WA1 Cuoupruaaa SroRT5 CO,TRE' Cuuu/Aeana/Arines 633 Feinree ST Fouc Fvounn Msnauror',r'2986 Gviuocueo WAY Measure Total Eloctrcity 37,650 kWh 01900 12t Examine and optimize large rooters on pumps and fan systems to employ HE meters of the narrow size. Mrmmrn 8 nuns, S,,,,. 980 ,uur,n,mDn MFHANE EXHAUSTER05' 1750 HARTLEY AVE Mcmv a Eaveesmo 03 Actor Free 1750 Briuosnsr OR Merest a Btower #6' Hverver Ave Ease 01 Beiuniririe , I Mere- BLOWER #5' Humn,sr Ave Wren Or SCHOONEE Mnmnvsr Bvownr AS Unaro Buy E OF Bets sri r On Meorruri Browse #4' Urinoe BLOW On ScNourrot Am ' Meorruer STATION 'tar rue Rave Euro On Kiss Eewaao -- - - MeaaureTotal Eloutroity 1,706 kPtti 24 0,1 1,700 kWh 6124 Al t'HYLA I Al Sample Summary: Energy and Emissions Inventory and Reduction Measures :. pool, 4i)0117t Buildings 3,586 3,980 :4 1,100 626 2,230 -38 Lighting' 292 348 C)(future tech) 338 16 Water and 146 16 30 11 4 111 -24 Waste-water' Vehicle Fhfer 1,570 1,664 0 119 400 1.145 -27 Corporate 347 389 U '-. - 240 -1 -. Sohri Waste Totals -40 6 54 4,114 ElY i.A Sample Summary: Capital Investment ..ector Five Year Capital Investment Annual Savings Simple Pay bar k Annual Emissions (.2008-2012)1 (2005 $) (2005 s) Reductions 2015) Buildings 53.8M $390,000 0.7 1,726 Lighting' $300,000 TBD Water and Wastewater $375,000 $33893 11 114 Vehicle Fleet $800,000 $156,260 5.1 1,45 R yclinq and Corporate - $10000 not sun!hcant -290 A - hd astp Total $4.8M4 $570,000 8.4 years 2,359 t H I HYLA t~HIYLA 44 : 3 2 -. :d atr fa JHLzrn rerIa &1, 7- Laay lheenerciy used fca lht,L huilcu ri era rn cpa1unay rn a 3Itrt .refqv v t m I Coquitlam Poirier District Energy System - Pre-feasibility completed by HES Ltd. - Preferred option: • Capital Cost = $1.3M • Energy savings = -$176,000/year= 5.8 year payback • GHGs reduced = -919 t CO2e I I t-4- H YLA 4 Sample Implementation Scenario / Project Implementation 4.500 - Business as Usual Emissions Growth - Management Program Results -- .- - Base Emissions Quantity 4,000 I I I I I 2005 2007 2009 011 2013 Year $ 0 I C) 2015 I How do we know if we're ready to develop a community plan? - Question... Do you have a Corporate Strategic Plan that identifies community sustainability as a key strategic goal? - Answer... • YES! Corporate Strategic Plan 2007 • Includes a Sustainability Action Plan - 19 initiatives were identified as next steps > First two initiatives were to complete an inventory and develop targets > A third initiative was to complete energy and emissions planning at the community level - The current project accomplishes all three, plus will update the Sustainability Initiatives inventory - Others... YES! 2006 Citizen's Report identified Sustainability as, the Dish H I F I 77 I What are the expected outcomes of the Community Plan? '7 Illustrate forecasts for energy and emissions under various growth scenarios ' Collaborate with the community on reduction initiatives through a consultative process V Identify policies for future land use decisions V Embed energy and emissions sustainability into Planning Processes V Prepare for mandated greenhouse gas reduction targets in OCPs V Contributes points to forthcoming Provincial Green Rating System t-,HYI,,A H, HI Illustration of how residential housing types affect emissions (tonnes per unit). The same type of illustra- tion can be developed for energy use. The example provided was developed for the City of Port Moody where HES was asked to model energy and emissions across different build-out scenarios in the St. John's Street corridor. Corporate and Community Plans • Community Plans - Show energy consumption patterns in building types The detailed data in EEMRS allows HES to forecast a gross consumption value, the number of housing units, ora percent increase 4T4'f based on observed trends. This figure illus. 1 im t trifles olectrklty consumption and customers I in the residential sector for the Cityof Port --' Moody. I - i Corporate and Community Plans • Community Plans - Show real energy consumption and how implementing Provincial Programs will reduce energy and GHGs AW f 5 S / 4 . , '-- 4 4 4 .. I 'A *HYLA Energy & Emissions Reporting and Monitoring System HES Ltd. produces community inventories for local government on behalf of the Province of BC (MOE and Climate Action Secretariat) 4 Maple Ridge Preliminary Community Energy & Greenhouse Gas Emissions Inventory: 2005 ('sr,,,. s Ese'g o 1 Fi'r or 5s6rs6.ris Coriirriurgry Buisnecs III,' 50111111410S CU,, 01146 / (1161 s 23, Cli d', S sj, Ci C/li, 2483.7954, 11'' 481 18670 1 , 8t .,2 Cs, 65 265 2,719,722 92.830 C eo.ni Bc n 2215 15- 710944 233754 3'835 1105,700 32,071 7 356 555 -48 55 040 28436 ri urr, Buij,nG 455 7008 7 513 25: 31, 1 'ICS 313 17~ 313 75234 565,490 17,687 27 ff14524 11 1--', 4,390,020 142,588 214102 / 94 1 4.3 Err '155011611/i U/I Soblolol, Cnmrniisi 11 IRAr4spo8,i%rjnr, 8,0.6, Cnrr,,nnlsrr in 1 Ess's 01, (0 ('I F,,.rfR Qj co,it, v 1, "5'4, fr' - I -. - 1,959,121 141,129 437552 44? 1 23035 725' 134 L Is 125rr VI '774 11.976,259 853 725 38847 653,297 46,923 22001°) 63523 5361 436116 1105' 483 2 15 , 52 51.1 '',° 10 '4.o5 57-4 415 101,110 7,251 1" 41/4 2 77 1 167 Hi,rv,V. , S,oio is 0 114 2l4 306: 285 2' 11'_4 41541 25' 41,530 3,549 il/ISV Vr/. 4 1 1465 Hoc (IrS 150 1 V '1 030 45477 3 123 43,477 3,124 Mr nor D— VE, i, i i__I 'f '0 046 1/0? '51,15 4j5, 21s1 21, 11/'0 23 41,231 2,948 200 Eli 'V57 & Gre, rlroin Go, 5' ,,,,,,i, irs eirrr,ri 3/28/2106 7., Hyl.r En—non—ill S— —s LId 165 Asirnncnn0 Dr s, [cr1 M 081 BC Soil 5A1 M,i 112525 .61., 4/-I ,/53 Esetgy& Eestr,losoo Monitoring and Reporting System' 0.2.1 -J Y../'i. Energy & Emissions Reporting and Monitoring System HES Ltd. produces community inventories for local government on behalf of the Province of BC (MOE and Climate Action Secretariat) Maple Ridge Preliminary Community Energy & Greenhouse Gas Emissions Inventory: 2005 M 01 o ' ' 1 1,10.308 30 733 2 39,733 2,863 ISV 4 Cl' 14341 10 18,q42 657 47 17,883 1,288 5 1 1 1,421 2,11 III 44 24 Hr,— V 1 Cno o P o 01 2 1 7,G7 548 4 04 '1 41 H vIED o' oV ' 2,577 185 11 HI '41 VII', IC DO' 'I Br ' 1,479 104 4 4 0'I U 014 " , 3 ' /2 1,139 82 4' 485s, -, - 7 2F,1 0 1" qF 2,918,195 209,986 1000 14 - 19 I - byTygn E--5'I0 1,4ro 01, COMMUNITY SOLID WASTE I I p MIll I cc U Ene,gy lDJ 3D /11 10411 5 V, 13-68 28 1 i 28,391 28,391 I GHAND To] AI ColssumpUOlS Ewa C0a II 9/7 do I I I '452503 00/1, 18 413 1 1 t or'3 2 40/CO 4 I , 'I 01 7' t,43 2 ' 7,309,115 380964 I II 4,1111 -, 31 10 1-1 OWl 1 '10 75 1,1 90 ' 1141 Mass C0e 1410/ In ,' , 271 '1 1 2005 Erl 79I' & GI'v,hIro lv C,,o Er7I,, on' nv 070 / 1/2/010 1,7, ,Ia 8 ol -1~1 Sos on LH, 709 A,, 0,,,,I D,,,,, 'or' M-cy, K V3H 5A, / 800 '71 II'/IIb',oIl Io Nb 604 1 4 1' 0011 / 13 ' Energy & EmissIon, Monitoring and Bepn,to,g Syrtem' v,2.1 0' HY.LA Energy & Emissions Reporting and Monitoring System HES' Energy and Emissions Reporting and MonitoringTM (EEMRSTM) .r a . Energy and Emissions Monitoring and Reporting System— Energy and Emissions Reduction Measures Module p l'.tu lepctt I p - Corporate Measures Annual Comparison Report A p p Forecast Module Measuresunr-. y Tab T - Technical Cornpendium $ L. - - - V Implementation Report Al Al Import Ionpoit Data E p E p Export Import Data - Manual a E p p E p Transportation Energy and Emissions Mod uIe' I -i Sector Total Total Cost Total Emissions Pront Energy Prnt Costs Prcnt Energy t nn Emiswms B dings 53,4S~i S5590,868 1,583 € 43% 58% cihtii S314,355 S90,6,59 7% 7% 2% h c e Feet 1 53€ 80 913 8, 16% 2 7% Solid 4 3% 5% Total 78,138$1,38,862 2,741 1001 100 ifYLA I Current Progress • Draft Corporate Inventory - Energy Consumption and Costs by Sector, • 23.1% SJ, dj . &Wati (5,130 J) Bu Ir (S590,868)(590539 Lht'g (6,9 W) Vhrt Meet (x2,3'3 LIghtr9 (314.05( •Veh-ce Fleet 63,280) *k-HYLA • Draft Corporate Inventory - Greenhouse Gas Emissions by Sector HI :1 I H I :1 • Draft Corporate Inventory - Energy Consumption and Costs by Energy Type Current Progress I I I I I Draft Corporate Inventory Complete MCS Grant for Corporate Inventory and Targets Approved MCS Grant for Community Plan Submitted Draft FCM GMEF Intent to Apply - Submission upon Council's approval BC Hydro Funding application submitted 4 lt,HY LA 1 I 1 'a • Complete the corporate inventory • Complete all funding applications • Begin corporate plan • Inventory • Audits • Workbook of initiatives • Capital Costs • Implementation Matrix • Lay framework for community plan - Develop implementation schedule I HYLA II Federation of Canadian Municipalities - Maximum 50% total project costs • Ministry of Community Services - Minimum $20,000 • BC Hydro - 50% of audits for corporate buildings kt-H.Y District owns many buildings "PIT" Arts Cultural (eue 1950 0) $24453 163 LmeteI y 110 0) 52,117 09t 1 Community Centre 114 G) $2374 1.01 2 Fairgrounds 8700) $14,481 24.41 6 Fire Services 2,5640) $39,651 8581 3 Indoor Pools 22,548 GJ $245,054 856.7 t 1 Leased Buildings - Data Required 11,854 GJ 442.61 30 Ulraiy, 5,4260) $60,834 222.8t 2 Mis.. 65 0) 51,101 0.61 Museum 2500) $3,390 10.21 I Outdoor Pools 519(i) $8,264 17.01 1 Parks &sportsfields 4,0860) $56,615 44.9t 13 Police Services 3,5210) $46,399 992t 4 Public Safety Building 2,7136) 535970 83.0 t I Pubik Works Bldgs & Yards 3,461 0) 545,692 128-2 1 2 Rental Houses Billed to DMR 16 0) 5338 0.1 t 4 I Rental Houses - Estimated 1,941 0) 64.91 19 Stadium 3960) 54,056 20.21 I $MALL 44& tS NaN4LILC 244 ES N - LEC St 2 4 32180 6U452 V3HIA2 V3H 1A2 I BC PORT MOODY 590004521 19830401 19000001 41 2 ON,LLIA'.4tD 4230 22 2241 22 24 32181 685453 V3HIA3 V3H 1A3 I BC PORT MOODY 590004521 19830401 18000001 - - I RES WO.ELEC SFD 1020, I 49 7p, 24799024 1 94kr-.4 GA. 32262 835524 V3H1L5 V3HIL5 I BC PORT MOODY 590004521 1983044 COM SMALL 4175 Ffectriltity RES HONELCC APT 33959 Lfrv1ricij RES 0N45LEC 0TH 2677 2 RES N0NELEC SF0 9708 Electricity 21229 ,.2 1 Natural Gs 32253 685525 V3H116 V3H1L6 I BC PORT MOODY 590004521 1983044 r lype SMALL 715 S EhcUic4ty RES FLICTRC 0TH ec,13 1 Elporicity RESM)N43LEC ROW 422 11 Electricity RES .O-ELCC Sfl) 209131 C 21113 3301343 NMurif CL 32254 685526 V3HIL1 V3H ILl I BC PORT MOODY 590004621 1983044 L epe TyDe 0CM 5MM L 11"80 11 Ccflc81y RESN0L(LEC APT 11312?2 40 Edr4city RES 4O4-€LCC 074 iMnctdcily 4(55 N0M4LLC H1W iS )t- H Y L A •1' 590004521 19830401 COM SM) & 43 L5 ELLCIRIL Ot; I RLS N0NELL ROW 17422 1 Dectritily RFS NONLLCC Sf0 20591 2 Wctrcitv 280 3tM 2 Nawpal Gs 32254 885526 V3HILT V3H 117 1 BC PORT MOODY 590004521 19830401 lvvt COM - SMALL 1"b0 I EMtrty II15 MONELC API I122 49 Fivetricity its -Ni TH - -1 I g j GNNOZ - -------- ----- d916ZCOO flNdC x X AQOOV £JOd ' VO HA X AGOGVY .L1Od GOt CAi, HA AQOOVt iiOd Clot LJ HZA A000V4 UJOd COL 6iZ HA • Brief meeting that included planning staff from Nanaimo1 Parksvi!le, Qualicum Beach and Lantzville • Obtained zoning layers for all municipalities and RDN • Staff reviewed measures workbook. Comments provided during meeting • Need to schedule interviews to discuss measures • Consultant to formulate resulting list of reduction measures and report back to staff on results of modeling • Growth projections by building type are needed in order to develop forecast of emissions •1 HYLA International Experience We provided Minister Anderson with the municipal share of Emissions for Canadian local government for talks in New Delhi (2002) V We wrote the National Guidance Document for Energy and Emissions Inventories for Partners for What is the City's Progress with these Plans? • Corporate Climate Action Plan 2007 is Complete - Presented to Council in July 2007 All recommendations unanimously approved CORPORATE CLIMATE ACTION PLAN 2007 - - - Energy and Greenhouse Gas Emissions Management a- -- 1 I - - u 1IU. HYLA I An emission reduction target of 2,359 tonnes CO2e, an amount that will reduce emissions by 31 percent below 2005 levels by 2015, is recommended for adoption as the City's corporate operations objective )t~,,HYLA What are the Key Recommendations of the Corporate Plan? I 2. Manager, Corporate Energy and Emissions Create a senior position that would be responsible for overall corporate energy and emissions management Asset Management • Annual Monitoring and Reporting HY LA I I What are the Key Recommendations of the Corporate Plan? 3 Buildings and Misc. Facilities Adopt a High Performance Building Standard for new and existing buildings Explore, refine, and incorporate energy and emissions management into existing capital projects • CCAC - Waste Heat Recovery - 2007 • Town Centre Fire Hall - 2007 • District Energy with Renewable Energy at Poirier Campus - 2008 - 2009 ($1.1 million) •Examine feasibility of Renewable Energy for City Hall! RCMP/ CCAC —2013 —2018 Enhance the energy management program by adding $125.,000 per year to accelerate energy efficiency projects • Establish a policy that requires an investigation of the feasibility of implementing district energy systems for all city buildings in close proximity to one another What are the Key Recommendations of the Corporate Plan? 4. Outdoor Lighting (streetlights, playing fields, etc) • An addition of $50000 in 2008 to organize and update streetlight database • Consolidate all Street lighting responsibilities corporate energy manager to provide ongoing management and maintenance of the system described above 4 I HI I HI Conduct full audits and prepare recommendations for retrofits of playing field lighting heads I :1 çHYIJA What are the Key Recommendations of the Corporate What are the Key Recommendations of the Corporate Plan? I L T - ,15 : I • Increase the capital budget for the City's fleet to $160K per annum to continuously improve the fuel efficiency of vehicles on their replacement schedules Employ an advanced fuel management system Conduct tire audits and fill tires with nitrogen to increase vehicle fuel efficiency and reduce tire wear Purchase 3-5 gasoline-electric hybrid passenger vehicles to offset the use of personal vehicles used by staff Direct the fleet manager to implement biodiesel fuels (a I portion of the infrastructure is already in place to support the use of biodiesel fuel) :HYLA What are the Key Recommendations of the Corporate Plan? 7. Recycling and Corporate Solid Waste • Increase the number of recycling receptacles at public facilities • Ensure staff are able to recycle same wastes as curbside collection program Poirier Library City Hall Poirier Sports Centre Compostable Compostable Compostable iht - Plastics Plastics Plastics Paper Paper - Paper Metal Metal GI -Metal Glass Glass Bevrage Containers Bevrage Containers Glass H11 I Implementation of CCAP 0 Monitor and Report Emissions Pilot a web-based implementation of HES' Energy and Emissions Monitoring and Reporting SystemTM (EEMRSTM) to allow city staff to construct and review corporate and community emissions on a regular basis. Explore an internal reporting system as appropriate. Also serves BC Climate Action Charter of reporting emissions which is intrinsic to carbon neutral government Aq I I 00000 Construct a detailed implementation plan for measures in CCAP2007's Technical Compendium of Reduction Measures. Measures will be placed into groups as per the categories listed in the summary tables in Section 4 of CCAP 2007 D. Carbon Offsets Cost/Benefit Analysis • The cost of implementation including staff time equivalents to support project implementation, • energy savings including maintenance costs reduced, if any; • emissions reductions (current and future technology); • cost per tonne CO2e saved (efficacy); • net cost of reductions; • classification of project using guiding principals for implementation vs purchasing offsets, • evaluation compared to purchasing offsets I HYLA - (.rF1G Pe[c4nt OO - (vI-IG Reductioll IU1cctOUs 1duton of Rse \e it r Sector Emissions [roe c tion cf (.,FR, Afw-t Proc. td 401111cs CO . I uicb1nnc IN-leaurec F klslons t CID fl4 - 5,940 2, 3 Aj I+ 1l) HY LA / - M5 Em - / Project Implementation - L 4 thiiom Grny.ih Minqmt Pogm RR 4 AA-2I3 I IN I E Funding Opportunities, weekly updates, administration We will meet with the city's project manager (Ms. Wilkie) on a weekly basis for the first month and a bi- weekly basis for the months that follow to discuss progress with staff and plan initiatives LÀ Year-end Update #2 Reserves ncil Workshop Mar 1,2008 Catherine olan To • Accumulated Surplus • Reserve Funds • Reserve Accounts • Restricted Revenues • Future Updates Accumula Surplus The cumulative balance of reven n excess of expenditures 2007 2b06 General Revenue 2.67 M 2.4\M Sewer Revenue 3.74 M 3.40 Water Revenue 3.45 M 3.35 M 9.86 M 9.19 M Reservèfu nds . Statutory (established by byl • Can only be used for the purpose\th were established. • Expenditures must be authorized in Financial Plan. 2 ReservëEu nds 2007 2006 Local Improvement 1.97 M \17 M Equipment Replacement 8.05 M Capital Works 9.06 M 100 M Fire Department Capital Acq. 7.14 M 6.7M Sanitary Sewer 1.39 M 1.37 Land 0.27 M 0.26 27.88 M 27.87 M Reserv&Accou nts • Discretionary appropriations • Established to meet business ne rplus • Can be established by Council dir on td meet changing business needs 3 Rese rv&Acco u nts 2O07' 2006 Committed Projects (Capital) 4.15 M M Committed Projects (Operating) 3.70 M \1.61 Police Services 1.86 M \98 M Core Reserve 0.97 M O. M Recycling 1.62 M 1.4â\M Self-Insurance 0.92 M 0.79 Gravel Extraction 0.49 M 0.48 Reserve-Accounts Building Inspections 0.97 M Snow Removal 0.35 M Cemetery O.10M Critical 0.16M 0.15 2007'\ ~46 Infrastructure 0.50 M Infrastructure Sustainability 0.20 M Other (4)* 15.99 M 1172J *Community Development, Neighbourhood Improvements, Youth & Arts Centre, Facility 4 Reserve Accoun Committed Projects (Sewer) Committed Projects (Water) Self Insurance (Sewer & Water) ewer & Water) 2007 \2OO6 1.31M 0.89 M \94 0.17M Q4LM 2.37M Restri ctectReven ues • Monies collected from others • Obligated to provide specific wor • Reported as a liability until the sped'i4ic works are undertaken 5 RestrictedReven ues 2007 2006 Development Cost Charges 36.70 M 05 M Downtown Parking 0.13 M \o.1M Parkland Acquisition 0.00 M I\72 M Developer Specified 4.03 M Sum ry 2007 2006 Accumulated Surplus 9.86 M . 9 M Reserve Funds 27.88 M 7.87 Reserve Accounts 18.36 M 14. 9 M Restricted Revenues 40.86 M 36.7 M Not included: • Land holdings • Natural Resources (Gravel) 6 Future dates After audit completion - Consolidated results Questions